2020 City of Hopkins BudgetCity of Hopkins, Minnesota
Annual Budget
January 1 - December 31, 2020
Inspire ● Educate ● Involve ● Communicate
City of Hopkins
1010 First St S
Hopkins, MN 55343
952-935-8474
www.hopkinsmn.com
CITY OF HOPKINS BUDGET
FISCAL YEAR BEGINNING JANUARY 1, 2020
City Council
Term Expires
Mayor Jason Gadd .......................................................................................... December 31, 2021
Councilmember Brian Hunke ........................................................................ December 31, 2023
Councilmember Alan Beck ............................................................................ December 31, 2023
Councilmember Kristi Halverson ................................................................. December 31, 2021
Councilmember Rick Brausen ....................................................................... December 31, 2021
Management Team
Mike Mornson ......................................................................................................... City Manager
Kersten Elverum ............................................................... Director of Planning & Development
Ari Lenz .................................................................................... Director of Community Services
Nick Bishop ..................................................................................................... Director of Finance
Kelly O’Dea ................................................................................................... Recreation Director
Brent Johnson.............................................................................................................. Police Chief
Dale Specken................................................................................................................... Fire Chief
Steve Stadler ......................................................................................... Director of Public Works
This document was developed and compiled by the Finance Department, City of Hopkins
CITY OF HOPKINS
TABLE OF CONTENTS
Introduction/Background
City Manager’s Budget Message ................................................................................ 4
Distinguished Budget Presentation Award .................................................................. 8
Organization Chart...................................................................................................... 9
Community Profile .................................................................................................... 10
Organization Structure .............................................................................................. 13
Organization Mission Statement, Vision & Goals ...................................................... 14
Financial Management and Policies ......................................................................... 16
Budget Calendar ....................................................................................................... 19
Budget Planning Process ......................................................................................... 21
Fund Structure .......................................................................................................... 22 Budget Overview
Authorized and Approved Staffing Levels ................................................................. 26
2020 Summary Budget Information by Major and Non-Major Funds ......................... 28
2020 Budget Summary – All Funds .......................................................................... 29
2020 Revenue Summary – All Funds ....................................................................... 31
2020 Appropriation Summary – All Funds ................................................................. 35
Property Tax Information .......................................................................................... 38
Fund Balance ........................................................................................................... 43
Debt Overview .......................................................................................................... 46
Capital Improvements Overview ............................................................................... 51
General Fund Budget Projection ............................................................................... 55
Other Major Funds Budget Projections ..................................................................... 59 General Fund ............................................................................................................... 63 Special Revenue Funds .............................................................................................. 108 Enterprise Funds ......................................................................................................... 135 General Debt Service Funds ....................................................................................... 148 Glossary...................................................................................................................... 150
City of Hopkins
1010 First Street South • Hopkins, MN 55343-7573 • Phone: 952-935-8574 • Fax: 952-935-1834
Web address: www.hopkinsmn.com
City of Hopkins Mission Statement
• Inspire • Educate • Involve • Communicate •
January 2020
Residents, Honorable Mayor, City Council
City of Hopkins
Hopkins, Minnesota 55343
Dear Residents, Mayor and Council Members:
It is my pleasure to present to you the City of Hopkins 2020 Budget. Hopkins’ strong financial position and
proactive fiscal management practices allowed options for the City Council to maintain a service delivery at
current levels while minimizing the impact on the 2020 tax levy. The final result is an adopted 2020 budget
totaling $34,153,019 of which $15,361,716 is the General Fund. This budget lives within the City’s financial
resources, meets basic service needs, provides for the maintenance and replacement of the City’s
infrastructure, and plans for the future, keeping Hopkins’ good financial condition intact.
The Municipal Budget is intended to reflect the goals, objectives, and priorities established by the City Council
with input from the residents and taxpayers of Hopkins, and fairly represent the revenues and expenditures
necessary to provide the services and programs desired by the community.
The city governing body involves its’ residents and constituents through its mission and vision statement
“Inspire • Educate • Involve • Communicate” by: conducting Hopkins Academy for residents, providing a state
of the city address, publishing a city annual report, and communicating with the community as often as
possible regarding many city initiatives and proposed polices. The budget adoption is a significant way in
which the City Council expresses their leadership. The City Council establishes budget goals, which are
accurately reflected in this budget.
2020 BUDGET DEVELOPMENT
The City has developed a number of elements that have been brought together to provide the best information
for the Council to make their budget decisions. These elements include the following:
• Strategic Planning Process – The Council has a mission and vision statement, which helps
determine the priorities of the community and direct the council in providing services for its
constituency. As part of the process annual goals and objectives are set.
• Program Budgeting – This provides more information in regards to what programs departments
provide and what is the individual cost of those programs. This accomplishes the objective of
reviewing revenues and expenditures based on program activity.
• Four Year Budget Modeling – Encourages future planning for the General Fund budget and allows
us a preview at projected property tax levy needs over the next four years.
• Cash Flow Models – Cash flow projections are created for all funds to provide us with a view of
future sources and uses within the various funds and for the City as a whole. This assists in long
range planning and goal setting.
• Net Property Tax Cost for Median Value Home – A Financial Management Plan model is being
used that can provide council with long range estimates of the tax changes on a median value home.
The model incorporates many variable that can affect tax rates, including projected operating costs,
future debt service, capital costs, and changes to the tax base.
• Net Tax Cost by Program – This provides both a dollar and percentage of property tax support for
each of the City’s general fund programs.
4
CITY OF HOPKINS
HOPKINS IN 2019
In the year 2019, the nation’s economy saw moderate growth. The governmental environment and positive
impacts allowed positive improvement in the City of Hopkins. The city continued to provide all core services
through in 2019. Program budgeting has helped in our analysis of city services, while we look at ways to
continue to as efficient as possible. The Council and city staff also continues to investigate additional revenue
sources.
In 2019, the City’s tax base continued to grow due primarily due to market growth, with the largest increases
coming in apartment and condominium valuations. The City's total tax capacity values increased 9.1% due
mainly to these factors. In 2019 the overall taxable market value increased by 10.5% due to same factors.
The city’s levy has increased an average of 9.82% per year over the last five years. The City’s general fund
expenditures have increased an average of 6.3% a year over the last five years. This increase is directly
related to salary and benefit increases for employees, insurance costs and professional services. Diligent
planning and management has helped in keeping operating expenditures down.
The employee compensation has remained competitive in the market for both those with and those without
labor contracts. This was affirmed by a Classification and Compensation Study conducted during 2017. The
number of employees has remained stable at 114-119.
ECONOMIC OUTLOOK
Hopkins is a diverse community made up of a healthy mix of residential, commercial and industrial properties.
United Natural Food Inc. purchased Supervalu, the largest food wholesaler in the nation, during 2018. United
Natural Food Inc. is a Fortune 500 company that now has a strong presence in Hopkins. Excelsior Crossings
is a large corporate campus with three buildings totaling over 900,000 square feet and room for approximately
4,000 employees. A division of another fortune 500 company, US Bank, occupies a significant portion of the
campus. Digi International, a technology company, is now headquartered in one of the three Excelsior
Crossing buildings. The Class A office space is in an attractive area and are projected continue to attract and
retain high quality employers.
Hopkins economic outlook has remained relatively stable. The City has expanded its commercial tax base
through redevelopment. Hopkins is an inner-ring suburb of Minneapolis with a good mix of 51% residential,
23% commercial and industrial and 26% apartment properties (based on estimated market values). Hopkins
participates fully in the Minneapolis and Hennepin County economies. Hopkins has preserved its central
downtown area where development continues because of its highly desirable location. Hopkins wealth levels
are above average when compared nationwide.
REDEVELOPMENT
Significant redevelopment has occurred within the City of Hopkins over the past five years. This
redevelopment has contributed substantially towards the increase in property values and by making Hopkins
a more desirable place to live and work. Some of the more recent projects are:
• Redevelopment of a small parcel in the downtown district into seven luxury townhomes.
• Redevelopment of a vacant office and clinic site into 163 luxury apartments with retail space
• Redevelopment of a vacant downtown building into a craft brewery and tap room.
• Redevelopment of a former office building into 241 high end luxury apartments and retail space.
• Redevelopment of ten duplexes into 51 affordable apartments adjacent to public transit and parks.
In addition to projects other development continues in Hopkins. During 2019, construction began on
Southwest Light Rail Green Line Extension. This is the largest public works project in Minnesota’s history
and will have three stations located in Hopkins. The project will make Hopkins an attractive area for
redevelopment. The City has seen an increased interest in properties near the station areas for
redevelopment.
5
CITY OF HOPKINS
LONG TERM OBJECTIVES
The City Council and staff have established long term objectives for the community and the working
environment
• Increase ratio of residential properties.
• Maintain the high quality of our livable community.
• Increase tax base to spread share of tax burden.
BUDGET OBJECTIVES FOR 2020
• Maintain core City services at a reasonable price for residents and commercial/industrial users.
• Use program budgeting as a tool for analysis of all programs and services to:
♦ look for ways to reduce dependency on the property tax,
♦ find greater efficiencies in the provision of current services and programs,
♦ compare staffing levels to workloads to assure proper allocation of resources,
♦ create greater linkages between revenues and expenses, to allow for more entrepreneurial
approaches to non-essential services.
• Forecast funding needs and tax implications to assure strong long-term financial stability.
• Continue policy of avoiding the use of fund balances for operating expenses.
• Recognize and award employees that assist the City in saving money.
• Evaluate and investigate other sources of revenue.
BUDGET CONSIDERATIONS
These are areas to consider that may affect the budget during the next few years.
State Tax Reform:
Property Classification Changes – In the past there has been a tendency to shift some of the tax
burden back to residential taxpayers from commercial/industrial taxpayers.
Tax Increment Finance – Any changes in property classifications impact property taxes
generated by TIF districts. Currently the tax generated in the various districts is projected to be
sufficient to cover any debt or liabilities created in the districts.
Property Tax Freeze and/or Levy Limits – Levy limits have been on and off again since 2008.
This uncertainly poses budget challenges as cities are uncertain if they will again be re-instated.
For the 2020 budget year there were no levy limits which give cities more budget flexibility in
meeting the needs of their citizens while maintaining essential city services.
State Aids – The City of Hopkins no longer receives significant state aids as a revenue source
however the legislature did increase the amount of Local Government Aid (LGA) allocated to
Cities for 2020. The city received approximately $556,000 of LGA in 2019 and will receive
$735,000 in 2020.
Real Estate Values – Overall real estate values in this community increased by approximately 10.5% in 2019.
This resulted in an increase in the City’s tax capacity of 9.1 % due to varying tax capacity rates between
residential, apartment, commercial and industrial properties.
Overall, general fund budgeted expenditures will increase by 6.60% in 2020 due in large part to salaries and
benefits increases. At the time of this budget, we project an average 5.15% change for 2021-2024. Future
programs and services provided by the City of Hopkins may change in relation to available revenue sources.
The City Council and staff along with their financial advisor will be updating the City’s long-range financial
management plan that assists in current and future budgeting. The plan was adopted in 2014 and was
implemented for the 2015 budget and is used for budget planning each year. This planning assists in
minimizing the impacts of potential tax freezes, additional state aid losses and sets forth a plan to stabilize all
funds. The plan will undergo a full update in 2020 to begin the 2021 budget process.
6
CITY OF HOPKINS
Fund Balances for governmental fund types will continue to be strong for the next 3 to 4 years, absent any
significant changes in the policy of avoiding the use of fund balance reserves for current expenditures.
GAUGING THE CITY
The City uses the following performance measures:
• Tax levy history in relation to the consumer price index.
• Tax Impact on Median Value Home
• Comparisons of comparable communities
• Goal achievement
2020 BUDGET ADOPTION
Overall the budget objective is to provide quality services at a reasonable cost, while keeping tax rates fairly
constant In the past this has been accomplished through increased net tax capacity levels and keeping the
tax levy at a reasonable amount while at the same time allowing the City enough funds to continue with the
level and quality of service it currently has. This has been particularly challenging the last few years as the
City continues to make infrastructure improvements.
The city’s tax capacity rate has held fairly steady over the past five years ranging from 62.98% to 70.17%.
The proposed 2020 city tax rate of 69.14% is a 1.5% decrease from 2019.
The adopted General Fund budget has a 6.6% expenditure increase for a total General Fund Budget of
$15,361,716. The total tax levy increase for 2020 is 9.71%. The levy includes funds designated for general
fund operations, capital improvements, equipment replacements, Arts Center, Pavilion and debt service
payments. The monthly city tax cost for a median valued home of $276,000 is about $152 or approximately
$1,823 for the year not including credits for state programs.
The city’s goals and objectives were once again reviewed and updated by city staff, commissions, citizens
and the City Council. They are integral part in meeting the needs of the citizens. The goals and strategic
plans set at the beginning of 2019 are included in the budget document on pages 14-15.
Sincerely,
CITY OF HOPKINS
Michael J. Mornson
City Manager
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CITY OF HOPKINS
The Government Finance Officers Association of the United States and Canada (GFOA)
presented a Distinguished Budget Presentation Award to City of Hopkins, Minnesota for its
annual budget for the fiscal year beginning January 1, 2019. In order to receive this award, a
government unit must publish a budget document that meets program criteria as a policy
document, as an operations guide, as a financial plan, and as a communications device.
This award is valid for a period of one year only. We believe our current budget continues to
conform to program requirements, and we are submitting it to GFOA to determine its
eligibility for another award.
8
CITY OF HOPKINS
CITY FACILITIESCity Hall1010 First St S, Hopkins, MN 55343952-935-8474Depot Coffee House 9451 Excelsior Blvd, Hopkins, MN 55343952-938-2204Fire Department101 17th Ave S, Hopkins, MN 55343952-938-8885Hopkins Activity Center 33 14th Ave N, Hopkins, MN 55343952-939-1333Hopkins Center for the Arts 1111 Mainstreet, Hopkins, MN 55343952-979-1100Pavilion Ice Arena11000 Excelsior Blvd, Hopkins, MN 55343952-548-6390Police Department 1010 First St S, Hopkins, MN 55343952-548-6440Public Works11100 Excelsior Blvd, Hopkins, MN 55343952-939-13829
CITY OF HOPKINS
COMMUNITY PROFILE
The first settlers of Hopkins arrived in 1852; however, the roots of the town begin in 1887 with the building
of the Minneapolis Threshing Machine Company, later called Minneapolis Moline. Minneapolis Moline once
employed most of the Hopkins residents. The West Minneapolis Land Company was also founded in 1887
and was formed to build housing for the Minneapolis Moline factory workers. In 1893, the Hennepin County
Board of Commissioners received a petition signed by 41 residents, asking that the village be formed.
Following an election, the community was then incorporated as the village of West Minneapolis.
The original village was comprised of three square miles, and it has been enlarged by annexation to its
present size of about four square miles. The population at the time of its incorporation was 1,105; today,
there are 19,713 people living in Hopkins. In 1928, the name of the village was changed to Hopkins - for
Harley H. Hopkins who was among its first homesteaders and was the community's first postmaster. The
first mayor was Harley Hopkins' son, Chester L. Hopkins.
On January 1, 1948, the village became a city upon adoption of a City Charter with a Council/Manager form
of government. The City Council consists of four council members and the mayor. Council members serve
four-year terms and are elected at large. The mayor is elected at large for a two-year term. The governing
council is responsible, among other things, for passing ordinances, adopting the budget, appointing
committees and hiring the City manager.
Hopkins has always had a core business district, and in the center of that early business district was
Hopkins City Hall at 8th Ave N and Mainstreet. Completed in 1912, it housed the city's police and jail in the
rear portions, and city offices, library and meeting room upstairs. The fire station was on the main level, and
the firefighters used horse drawn rigs. The building was remodeled in 1940 to accommodate more fire
trucks.
That fire station was torn down in 1965 after a new City Hall, Police Station and Fire Station were built at
1010 1st St S. In 2004, a new Fire Station was built on 17th Ave. The Police Department was expanded
and remodeled in 2005. City Hall was renovated 2019. In the summer of 1982, the city and its Public Works
Department accomplished the challenge of building a city garage on a small area, using as many of the
existing structures as possible, doing it within a $475,000 budget, and doing it without disrupting city
services. The Public Works facility was expanded and remodeled in 2004.
Adjacent to the Public Works facilities is the Hopkins Pavilion, which was built with money from a 1989 park
bond referendum. The facility opened in December 1991. It is now one of the premier facilities of its kind in
the Twin Cities area, and is used for soccer, lacrosse, in-line roller hockey, skating and ice hockey. The
facility was expanded and remodeled in 2018. The Hopkins Activity Center, a multipurpose community
facility, opened in January 1981 at the site of the former South Junior High School. A variety of programs
for people of all ages are offered at the Activity Center. It was renovated in 1990, and the facility includes a
gymnasium, meeting rooms and kitchen. The Hopkins Historical Society, which was started more than 30
years ago, also is located in the Activity Center.
The Hopkins Center for the Arts, 1111 Mainstreet, opened in November 1997. The Arts Center stands as
a focal point for arts, culture and entertainment in the Hopkins community, the Twin Cities metro area and
the region. It is a community-gathering place where young and old can enjoy high quality, multi-disciplinary
cultural arts programs and community activities. The Arts Center includes a theater, a visual arts gallery,
multipurpose spaces for rehearsals, community activities and small performances, a visual arts classroom,
a dance studio, and kitchen facilities for serving catered food.
It addition to its facilities, the City of Hopkins is home to the annual Raspberry Festival, now in its 86th year.
The first festival was organized in 1934 by a group of community business people who were concerned that
the Hopkins economy and community needed a boost.
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CITY OF HOPKINS
Minnesota
Hopkins is a suburban city in Hennepin County, Minnesota located just 13 minutes west of the Twin Cities
of Minneapolis and St. Paul. The City is four square miles in size surrounded by larger suburban
communities. Hopkins is about 98% developed with little remaining vacant land. U.S. Route 169 and
Minnesota Highway 7 are two of the main arterial routes in the City. Hopkins is a dynamic community of
almost 20,000 residents. Founded rich in tradition and growth, Hopkins offers the advantages and
conveniences of a large City but yet the security of a small town. The residents and the business community
have an enormous sense of pride and support for their City. Travel any street and you will see and feel the
reflections of pride and vitality. Hopkins has enriched its spirit of community by remaining a place where
people are treated with respect; where the community participates in building culture, character and
common bonds; where business growth is supported while a vibrant City Center is maintained; where
people feel safe, support outstanding schools and celebrate cultural heritages; and where people enjoy
quality parks, housing and public services.
Through education, inspiration, involvement and communication, the City Council, City Staff, members of
the Boards and Commissions, the business district and the neighborhood associations are committed to
enhancing the quality of life in Hopkins.
Burnes Park Splash Pad
1920 3,055
1930 3,834
1940 4,100
1950 7,595
1960 11,380
1970 (census)13,395
1980 (census)15,336
1990 (census)16,534
2000 (census)17,145
2010 (census)17,591
2018 (estimate) 19,713
Population:
11
CITY OF HOPKINS
CITY STATISTICS:
Founded 1852 School Enrollment 8,806
Dated of Incorporation November 27, 1893 Education
Date of Adoption of City Charter December 20, 1947 Elementary Schools 6
Form of Government Council - Manager Middle Schools 2
Fiscal Year Begins January 1 High School 1
Area of City 4.1 Square Miles Private Schools 8
2,616 acres Charter Schools 2
Housing
Single Family 2,761 Elections:
Multiple Family 5,336 Registered Voters - last general election 10,684
Duplexes 500 Number of votes cast last election 1,514
Townhouses 869 Percentage of registered voters voting 14%
Population by Age City Bond Rating
0 to 19 4,160 Stand & Poor's AA+
20 to 64 13,278
Over 65 2,275
Miles of Streets and Alleys:
Income by Household Trunk Highways 3.57
Less than $25,000 1946 County 5.32
$25,000 - $50,000 7081 City Streets 47.5
$50,000 - $75,000 2683 Alleys 9.52
$75,000 - $100,000 1519
$100,000 - $150,000 1547 Miles of Sewers:
$150,000 or more 1365 Storm Sewers 21.4
Sanitary Sewers 45.46
Median Household Income $55,025 Miles of Watermains 52.6
Per Capita Personal Income $36,117
Civil Defense Warning Sirens 3
Unemployment Rate 2.6%
Fire Protection:
Population Composition Number of Stations 1
White 57.18% Number of FT Employees 4
African American 20.70% Volunteer Firefighters 32
Asian 8.67%
Hispanic or Latino 9.96%Police Protection:
Two or More Races 2.27% Number of Stations 1
Native American 0.71% Number of Employees 38
Other Races 0.51%
Parks
City Parks 16
Playgrounds 11
Total Property Values $2.207 billion Skating Rinks 7
12
CITY OF HOPKINS
ORGANIZATION STRUCTURE
The home rule charter of the City was adopted on December 2, 1947 and serves as the basis for the
government operations of the City. The City utilizes the council-manager form of municipal government.
The City Council is comprised of the mayor and four council members. The mayor and the council members
are elected at large. The council members serve a four-year term and the mayor serves a two-year term.
The city manager is the chief administrative officer of the City. The city manager is selected by the City
Council and serve an indefinite term. The city manager controls and directs the administration of the City’s
affairs and therefore, supervises all departments and divisions of the City. City boards and commissions
serve in an advisory capacity to the City Council.
The City is managed through seven departments, each with a department head who reports to the city
manager. A description of each of the departments is included in this document. Within each department
are several programs. A description of each program, its objectives and budgets are presented in this
document.
The City utilizes several commissions to advise, prioritize or implement various city issues or projects
throughout the year. These commissions are comprised of volunteer residents and an appointed staff
member as a liaison. The Charter commission reviews the city charter for appropriateness and also
recommends changes to the charter. They meet annually or more often as needed. The Zoning and
Planning commission meets monthly and reviews and recommends zoning applications, changes to zoning
ordinances and recommends possible future economic development for the City. The Park board meets
monthly to review park and recreation programs use and recommends future programs and development
for parks.
MISSION, VISION AND GOALS
Long-range goals for the City are:
o Continually enhance partnerships with residents.
o Inspire resident leadership.
o Educate and involve residents.
o Communicate openly and effectively.
o Be responsive.
o Be fiscally responsible.
o Provide quality customer service that is:
Responsive to the needs of the community.
Innovative.
Accessible.
Short-term goals are reviewed annually by City Council and staff. The discussion begins with the global
environment and ends with prioritizing goals for the near future. The next two pages outline the City's
mission, vision and short-term goals along with the strategies and action steps needed to implement them.
The budget is developed using the three main goals along with the strategies as guidance. Departments
then use the action steps in setting individual departmental goals and budgets so that resources are
available to achieve the action steps identified.
13
MISSION
VISION
GOALS
V) LU -lJ LU
� I-
V)
2020
Inspire. Educate. Involve. Communicate.
Creating a spirit of community where ...
All people feel safe and
respected, and diversity
is celebrated.
Preserve the Home
Business growth is
supported and a
vibrant downtown is
maintained.
Urban Design:
People enjoy exceptional
government services,
neighborhoods and
outstanding schools.
Take It
Town Feel of Hopkins Do It Right To Them
Support a vibrant business Improve walking and biking Involve diverse
community infrastructure in the city populations
Promote and enhance city Practice environmental Engage the rental
events responsibility community of
Provide accessible, friendly Support a range of housing Hopkins
and efficient city services options Inspire community
and citizen
Embrace and strengthen Support transit-oriented engagement
partnerships development
GOAL SITTING 2020 14
GOALS: ACTION STEPS
Preserve the Home
Town Feel of Hopkins
»Strengthen image of Hopkins
as an arts community
»Promote shopping local
»Promote business assistance
programs
»Work through "Think
Hopkins" on business
recruitment efforts
»Promote city events large
and small (Raspberry
Festival, Mainstreet Days,
Old Fashioned Holiday,
Summerfest, etc.) and have
a city booth at events when
possible
»Improve service delivery
through e-commerce
»Promote interactive park,
trails, and facilities directory
on website
»Support History Center
transition to Mainstreet
»Grow partnerships with:
»Joint Recreation with
Minnetonka
»Hennepin County
»Hopkins School District
»Watershed Districts
»Met Council
»Three Rivers Park District
»Surrounding cities
»Faith and community-based
organizations
»Business community
GOAL SETTING 2020
Urban Design:
Do It Right
»Implement the sidewalk and
trail master plan and partner
with other agencies to improve
and update paths, trails and
crossings in the community,
supporting "Complete Streets"
initiatives
»Explore local transportation
opportunities
»Develop a schedule for rezoning
properties to conform to
Comprehensive Plan guidance
»Partner with Hennepin County
and SWLRT cities to maximize
benefit and minimize disruption
during construction
»Work with Minnetonka and
Hennepin County to implement
the vision for the Shady Oak
LRT Station
»Work with all stakeholders
to implement and build on
recommendations of the Blake
Road Corridor plans
»Continue to explore and
promote sustainability initiatives
in our community
»Explore ways to strengthen the
edges of downtown
»Continue to explore ways
to enhance the Mainstreet
experience
Take It
To Them
»Promote cultural
celebrations
»Explore methods to
involve Multicultural
Advisory Committee in
community building
»Continue to seek out
diversity on boards and
commissions
»Intentionally engage rental
communities
»Encourage volunteerism
and expand volunteer
opportunities
»Conduct community
meetings at alternative
locations
»Educate the community
in the area of emergency
preparedness
»Identify opportunities
to partner with youth,
schools, businesses and
faith-based organizations
»Promote opportunities
to raise awareness and
understanding of race,
equity and diversity
»Creatively engage and
market the community
using technology and
unique platforms
15
CITY OF HOPKINS
FINANCIAL MANAGEMENT AND POLICIES
The City of Hopkins Finance Department is responsible for maintaining the accounting system and
monitoring compliance with the budgetary controls and financial policies established by the City Manager
and City Council. Following is an overview of relevant financial management practices, policies and year-
end reporting.
BASIS OF ACCOUNTING
The accounting system provides for a complete, self-balancing account group for each fund of the City.
Accounting records are maintained on the modified accrual basis for City funds. The exception is the
proprietary funds, which are on full accrual. The modified accrual basis of accounting recognizes revenues
to the degree that they are available to finance expenditures of the fiscal period. Similarly, debt service
payments and a number of specific accrued liabilities are only recognized as expenditures when payment
is due because it is only at that time that they normally are liquidated with expendable available financial
resources. The budgetary basis of accounting is the same basis of accounting used to prepare the City’s
financial statements as included in the City’s Comprehensive Annual Financial Report at the fund statement
level.
COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR)
The City implemented Governmental Accounting Standards Board (GASB) Statement No. 34 for the year
ending December 31, 2003. The statement also requires the City to utilize the economic resources
measurement focus as well as the accrual basis of accounting.
The City operates on a calendar fiscal year and reports its year-end financial position in a Comprehensive
Annual Financial Report (CAFR), prepared by the City’s Finance staff. The CAFR is available to the public
through the City’s website or by request.
The 2019 CAFR will be audited by the independent auditing firm of CliftonLarsonAllen, LLP to insure
accuracy and compliance with federal and state laws and regulations. State law provides that the City may
arrange for an examination of its books, records, accounts and affairs, or any part thereof, by the State
Auditor or by Certified Public Accountants. It has been a long-standing policy of the City to provide for a
complete annual audit of the City records by independent Certified Public Accountants.
The Government Finance Officers Association of the United States and Canada (GFOA) awarded a
Certificate of Achievement of Excellence in Financial Reporting to the City of Hopkins for its CAFR for the
fiscal year ended December 31, 2017. The City believes CAFR for the fiscal year ended December 31,
2018 also meets the program criteria and will receive the award. The Certificate of Achievement is a
prestigious national award recognizing conformance with the highest standards for preparation of state and
local government financial reports.
CAPITAL IMPROVEMENT PROGRAM (CIP) POLICY
The City annually develops a 5-year plan for capital improvements and updates it annually. The five-year
budget capital improvement will be approved and incorporated into the operating budgets. The following
year’s budget will be adopted with the year after that on a cycle consistent with the operating budgets. The
complete CIP document can be downloaded from the city’s website at www.hopkinsmn.com and is a
companion document to the Annual Budget.
The City will identify the estimated cost and potential funding sources for each capital project proposal
before it is submitted to the Council for approval and that process will determine the most cost effective
financing method for the proposed project. The City will make all capital improvements in accordance with
the adopted capital improvement program or as amended by the City Council. Capital purchases not
otherwise funded through an approved budget shall require City Council approval. The City will maintain
all its assets at a level adequate to protect the City’s and its resident’s capital investment and to minimize
future maintenance and replacement costs.
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CITY OF HOPKINS
EQUIPMENT REPLACEMENT PLAN (ERP) POLICY
The City annually develops a 5-year plan for equipment replacement and updates it annually. The five-
year budget equipment replacement plan will be approved and incorporated into the operating budgets.
The following year’s budget will be adopted with the year after that on a cycle consistent with the operating
budgets. The complete ERP document can be downloaded from the city’s website at www.hopkinsmn.com
and is a companion document to the Annual Budget.
The City will identify the estimated cost and potential funding sources for each equipment proposal before
it is submitted to the Council for approval and that process will determine the most cost effective financing
method for the proposed equipment purchase. New pieces of equipment not previously in the equipment
replacement plan must first be financed through the departmental budget and will be placed in the
equipment replacement plan the year following the purchase. The City will make all equipment purchases
in accordance with the adopted equipment replacement plan or as amended by the City Council.
Equipment purchases not otherwise funded through an approved budget shall require City Council
approval.
The City will maintain all its equipment assets at a level adequate to protect the City’s and its citizen’s
capital investment and to minimize future maintenance and replacement costs.
BUDGETARY AND FINANCIAL CONTROL POLICIES
•The council shall have full authority over the financial affairs of the City.
•City manager shall control and direct the administration of the City's affairs.
•The manager shall prepare the budget annually and submit it to the council and be responsible for
its administration after adoption.
•The manager will prepare and submit to the council at the end of the fiscal year a complete report
on the finances and administrative activities of the City for the preceding year; and keep the council
advised of the financial condition and future needs of the City.
•The annual budget shall provide a complete financial plan for the budget year by fund.
•The council shall levy the taxes necessary to meet the requirements of the budget for the ensuing
fiscal year.
•The city clerk shall be the chief purchasing agent of the City.
•The City will maintain an investment policy that invests available funds to the maximum extent
possible, at the highest rates obtainable at the time of investment, in conformance with the legal
and administrative guidelines. Any money in any fund belonging to the City, or any branch thereof,
may be invested by the city manager according to policies adopted by the City Council.
•The finance director shall be the chief accounting officer of the City and shall submit to the council
a statement each quarter containing information relative to the finances of the City as the council
may require. Each year the finance director shall submit a report to the council, no later than June
30, covering the entire financial operations of the City for the past year. This report shall follow the
style and form, as far as practicable, prescribed for annual City financial reports and copies will be
made available to interested parties.
BUDGET CONTROLS
Budgets are complete financial plans for the future by fund, showing all proposed expenditures and
estimates of all anticipated revenues. The council may include or exclude at its discretion any fund, except
the general fund. The budget shall be submitted to the council at a regular council meeting, in a manner
prescribed by state statute, not less than 30 days prior to final approval. The budget is a public record open
to public inspection. The council shall hold a public hearing on the budget and it shall make such changes
therein as it deems necessary and adopt the budget by resolution.
BALANCED BUDGET – It has been City policy to annually approve a balanced General Fund budget. A
balanced budget is a budget in which expenditures are equal to income. Other City funds may or may not
have a balanced budget depending on when funding is received for specific expenditure needs. For
example a grant may be budgeted for expenditures that may overlap years. Thus all revenues would be in
one year and the expenditures would be in multiple years.
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CITY OF HOPKINS
BUDGET BASIS – Governmental budgets are prepared on the modified accrual basis and enterprise
budgeted on an accrual basis. Budgets are estimates and may be amended under the following guidelines.
PREPARATION OF THE ANNUAL BUDGET – The annual budget shall provide a complete financial plan
for the budget year by fund, showing all proposed expenditures and estimates of all anticipated revenues
applicable to proposed expenditures and any other information the council may require or the city manager
might deem desirable. In parallel columns shall be shown the amounts, if any, granted and expended under
similar heads for the past two complete fiscal years and, as current as possible, for the immediate past
fiscal year. The council may include or exclude at its discretion any fund, except the general fund. The
budget shall be submitted to the council at a regular council meeting, in a manner prescribed by state
statute, not less than 30 days prior to final approval. It shall be a public record open to public inspection by
anyone and the city manager shall cause sufficient copies thereof to be prepared for distribution to the
mayor, members of the council and interested persons.
ADOPTION OF THE BUDGET – The council shall hold a public hearing on the budget and it shall make
such changes therein as it deems necessary and adopt the budget by Resolution.
ENFORCEMENT OF THE BUDGET – Except as set forth in Section 7.16, the city manager or the City
Council shall not approve any expenditure uncovered by the budget. The City Council may approve
expenditures uncovered by the budget if there is sufficient unexpended balance left after deducting the total
past expenditures and the sum of all outstanding bills, orders and encumbrances. No employee of the City
shall place any orders or make any purchases except for the purpose and to the amounts authorized in the
budget. Except as in this Charter otherwise provided, any obligations incurred by any person in the employ
of the City for any purpose not authorized in the budget or for any amount in excess of the amount therein
authorized shall be a personal obligation upon the person incurring the expenditure.
ALTERATIONS IN THE BUDGET – Except as set forth in Section 7.16, after the budget shall have been
duly adopted, the council shall not have power to increase the amounts therein fixed, whether by the
insertion of new items or otherwise, beyond the estimated revenues, unless the actual receipts shall exceed
such estimates, and in that event not beyond such actual receipts. The sums fixed in the budget are
appropriated at the beginning of the fiscal year for the several purposes named therein. The council may
reduce salaries or the sums appropriated for any other purpose, or authorize the transfer of sums from
unexpended balances to other purposes.
Budgets are adopted by fund and are appropriated for several purposes. The council may reduce
appropriations within any fund and re-appropriate those funds within the same fund for other purposes.
The council may also increase appropriations if actual receipts exceed budgeted revenues. The increase
in appropriations cannot exceed the excess in budgeted revenues. The budget, as presented in this
document, is developed for each program within a department. For example, the Finance department is
made up of several programs including Benefit Administration, Payroll, Utility Billing, etc.… For
management purposes, the sum of the program expenditures may not exceed the total budget for the
specific department. For legal purposes, the general fund total expenditures cannot exceed the total
general fund appropriation. The council must budget for the general fund but budgets for all other funds
are at their discretion.
Budgets are adopted on a basis consistent with generally accepted accounting principles and are defined
on the same basis of accounting described below. Annually appropriated budgets are legally adopted for
the general fund. Budgeted amounts are reported as originally adopted, or as amended by the City Council.
Budgeted expenditure appropriations lapse at year-end. Unexpended or supplementary appropriations can
be carried forward if approved by the City Council. Encumbrances represent purchase commitments.
Encumbrances outstanding at year-end are reported as reservations of fund balances and the budgets
associated with them are carried forward to the next year.
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CITY OF HOPKINS
The City follows the procedures below in establishing the budget.
1.The city manager and finance director submits to the City Council a proposed operating budget for
the fiscal year commencing the following January 1.
a.The operating budget includes proposed expenditures and the estimated revenues for the general
fund, specified special revenue funds requested by City Council, enterprise funds, internal service
funds and debt service funds.
b.Capital project funds for the City are not budgeted annually but are included in the Capital
Improvement Plan approved by the City Council. Capital projects are approved by the City
Council on a per project basis.
2.Public hearings are conducted to obtain taxpayer comments.
3.The general fund budget is enacted through passage of a resolution.
BUDGET CALENDAR
INTERNAL CONTROLS
In developing and altering the City’s accounting system, consideration is given to the adequacy of internal
accounting controls. These controls are designed to provide reasonable, but not absolute, assurance
regarding the safeguarding of assets against loss from unauthorized use of disposition and the reliability of
financial records for preparing financial statements and maintaining accountability for assets. the concept
of reasonable assurance recognizes the cost of a control should not exceed the benefits likely to be derived,
and the evaluation of costs and the benefits requires estimates and judgments by management. All internal
control evaluations occur within the above framework. We believe the City’s internal accounting controls
adequately safeguard assets and provide reasonable assurance of proper recording of financial
transactions.
CASH MANAGEMENT
The investment portfolio of the City is designed to attain an average rate of return regularly exceeding the
average return on three month US Treasury Bills, while seeking to augment returns above this threshold
consistent with budgetary cycles, economic conditions, risk limitations, and prudent investment principles.
Portfolio diversification is considered so that investments are not concentrated in one institution, in one type
of investment, or purchased from one dealer. Pursuant to this policy, cash temporarily idle during the year
was invested in those investments authorized by law
RISK MANAGEMENT
The City has an informal risk management policy, the purpose of which is to maintain the integrity and
financial stability of the City, protect its employees from injury, and reduce overall costs of operations. The
City has insurance coverage through the League of Minnesota Cities Insurance Trust (LMCIT) to ensure
City property, contractors and miscellaneous equipment, crime, employee performance bonds, autos and
general liability. General liability coverage amounts to $1,000,000 per occurrence (and aggregate), with a
$20,000 per occurrence, $40,000 aggregate deductible.
April-May
June (1st week)
June (3rd week)
June (4th week)
July (1st week)
July - August
September 17
September 18
Meet with Council t o set parameters and goals for 2020 budget process
Distribute budget worksheets t o departments
Departmental budget s t o be completed and returned to finance
Finance reviews and compiles budget s ummary
City Manager & Finance to meet with departments t o review budget s
Council work s essions to review budget s
City Council adopts preliminary levy and budget
Proposed 2020 budget and levy certified to Hennepin County
September/October Special Revenue & Enterprise budgets presented to Council for review and approval
December 3 Public hearing on budget and tax levy
December 17 Final approval of budget and tax levy
December 18 Final 2020 levy certification to Hennepin County
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CITY OF HOPKINS
DEBT
• The City will confine long-term borrowing to capital improvements, equipment or projects that have
a life of more than 10 years and cannot be financed from current revenues.
• The City may issue debt for its Permanent Revolving fund, which pays for any improvement in
which part of the cost of the improvement is to be assessed against the benefiting properties.
• The City may also issue revenue bonds that are paid back directly from revenue sources other than
debt levies.
• The City may submit to voters the proposition of issuing debt for any public purpose not prohibited
by law, and issue the debt upon a favorable majority vote.
• Whenever possible, the City will use revenue (including G.O. backed revenue) or other self-
supporting type bonds instead of general obligation bonds.
• The City will maintain frequent and regular communication with bond rating agencies about its
financial condition and will follow a policy of full disclosure in every financial report and bond
prospectus. The City will comply with Securities Exchange Commission (SEC) reporting.
• The City will keep the total maturity length of general obligation bonds below 25 years. In all cases
the maturity shall be shorter than the life of the related assets.
• Net general obligation debt (as defined above) will not exceed 3% of the estimated full market value
of taxable property in the City as required by Minnesota Statutes Section 475.53.
• The City may issue emergency bonds to pay for extraordinary expenditures or to cover a shortfall
in revenues for budgeted expenditures. Emergency bonds must mature within ten years of
issuance. One tenth of the amount is to be levied the first year following issuance and one tenth
every year thereafter for ten years.
FUND BALANCE
• The City believes that sound financial management principles require that sufficient funds be
retained by the City to provide a stable financial base at all times. To retain this stable financial
base, the City needs to maintain a General Fund Balance sufficient to fund all cash flows of the
City, to provide financial reserves for unanticipated expenditures and/or revenue shortfalls of an
emergency nature, and to provide funds for all existing encumbrances.
• The following individual items shall constitute the City General Fund Balance:
o Restricted Fund Balance – The restricted fund balance category includes the portion of the
spendable fund balance that reflects constraints on spending because of legal restrictions
stipulated by outside parties (e.g., encumbrances for goods or services with outside
parties-creditors, grantors outstanding at the end of the year), Also, any legal restrictions
based on state statutes or grant requirements placed on the use for specific purposes
o Committed Fund Balance – The committed fund balance classification includes the portion
of the spendable fund balance that reflects constraints that the city has imposed upon itself
by a formal action of the city council (for example, an ordinance or resolution passed by a
city council). This constraint must be imposed prior to yearend but the amount can be
determined at a later date.
o Assigned Fund Balance – The assigned fund balance is the portion of the spendable fund
balance that reflects funds intended to be used by the government for specific purposes
assigned by more informal operational plans. In governmental funds other than the general
fund (special revenue funds, capital project funds, debt service funds and permanent
funds); assigned fund balance represents the amount that is not restricted or limited. The
authority to “assign” fund balance is delegated to the City Finance Director
o Unassigned – This is the residual classification for the government’s General Fund and
includes all spendable amounts not contained in the other classifications and, therefore,
not subject to any constraints. Unassigned amounts are available for any purpose. These
are the current resources available for which there are no government self-imposed
limitations or set spending plan. Although there is generally no set spending plan for the
unassigned portion, there is a need to maintain a certain funding level. Unassigned fund
balance is commonly used for emergency expenditures not previously considered. In
addition, the resources classified as unassigned can be used to cover expenditures for
revenues not yet received.
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CITY OF HOPKINS
• The Council recognizes that any such funds should be appropriated for non-recurring expenditures as they represent prior year surpluses that may or may not materialize in subsequent fiscal years
• POLICY - At the end of each fiscal year, the City will strive to maintain Spendable – Unassigned
portions of the fund balance for Cash Flow equivalent to a minimum of five (5) months or 42% of
the prior fiscal year General Fund operating expenditures. In addition to cash flow needs this
accommodates emergency contingency concerns.
• MONITORING AND REPORTING - The City Manager and Finance Director shall annually prepare
the status of fund balances in relation to this policy and present to the City Council in conjunction
with the development of the annual budget.
• When both restricted and unrestricted resources are available for use, it is the City’s policy to first
use restricted resources, and then use unrestricted resources as they are needed.
• When committed, assigned or unassigned resources are available for use, it is the City’s policy to
use resources in the following order; 1.) committed 2.) assigned and 3.) unassigned.
• A negative residual amount may not be reported for restricted, committed, or assigned fund
balances in the General fund.
BUDGET PLANNING PROCESS
The City has developed a number of elements that when been brought together help to provide the best
information for the Council to make their budget decisions. These elements include the following:
• Strategic Planning Process – The Council has a mission and vision statement, which helps determine
the priorities of the community and direct the council in providing services for its constituency. As part
of the process annual goals and objectives are set. Department Directors then use these goals in
developing departmental goals and setting departmental budgets.
• Program Budgeting – This provides more information in regards to what programs departments provide
and what is the individual cost of those programs. This accomplishes the objective of reviewing revenues
and expenditures based on program activity. For programs whose goal is to be supported totally by
revenues it allows departmental managers to review the fee structure on an annual basis to ensure that
goal is met. It also allows the public to determine what portion of a specific department is supported by
taxes.
• Four Year Budget Modeling – Encourages future planning for the General Fund budget and allows us
a preview at projected property tax levy needs over the next four years. Monitoring tax capacity along
with budget needs provides advance notice to management when taxes may rise faster than advisable
and allows staff to take appropriate action in revising budget goals and projections.
• Cash Flow Models – Cash flow projections are created for all funds to provide us with a view of future
sources and uses within the various funds and for the City as a whole. This assists in long range planning
and goal setting in keeping all funds in a positive cash position.
• Financial Management Plan – In 2014 the City adopted a long-range Financial Management Plan for
the years 2015-2024 that addresses financing challenges for several funds, sets forth financing for all
items identified in the Capital Improvement Plan (CIP) and Equipment Replacement Plan (ERP)
(described below), and provides for adequate funding for operational needs in the general, special
revenue funds and enterprise funds. Tax base growth is built into the plan so the taxes are indexed
each year based on that growth. This plan when followed should make the annual budget much easier
to develop.
The Financial Management Plan will be updated each year prior to the budget process and used as a
guide in preparing the annual budget. This document is key in managing increases in the General Fund,
restoring the Art Center Fund to sound financial footing and providing for capital improvements and
infrastructure. The Financial Management Plan was developed by staff with assistance from the City’s
Financial Advisor who will assist staff in annual updates to the plan to ensure the goals of the City
continue to be met.
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CITY OF HOPKINS
• Net Property Tax Cost Median Value Home – This provides information to the council incorporating
expected increases in valuation and projecting actual costs on the Median Value Home. The council
when setting the tax levy is sensitive to its impact on property owners and this benchmark provides
information on how the recommended levy will impact city taxpayers. If the council feels the proposed
levy will negatively impact property owners options for reducing the levy are explored. These may
include revenues alternatives or expenditure decreases or a combination of both.
• Net Tax Cost by Program – This provides both a dollar and percentage of property tax support for each
of the City’s general fund programs and demonstrates which city programs are most dependent on
taxes. It also provides information to the public on what benefits they receive for their tax dollars.
• Capital Improvement Plan – The Capital Improvement Plan (CIP) is a five-year schedule or plan
for capital improvement expenditures in excess of $10,000 and having a useful life of five or more
years. The Capital Improvement Plan process begins with departments editing and updating
existing plans from previous years and adding or deleting projects. Once this is completed, finance
does an analysis of funding requirements and any related prioritization is done by the city manager.
The analysis includes a review of projected working capital amounts available for the projects, any
operating cost adjustments as a result of the improvement and the impact of future funding needs
is determined. The mayor and council then use the compiled information in the CIP along with the
results of public discussion, to determine which projects are to proceed and exactly how they will
be funded. Once the CIP is approved the projects for the following year are placed in the
appropriate budget.
• Equipment Replacement Plan –The Equipment Replacement Plan (ERP) is a twenty-year
forecast and a five-year plan of equipment needs within the City. In is intended to inform the Council
and citizens of the major equipment needs on the horizon. The first year of the plan becomes an
adopted equipment budget and relates to the operating budget of the equipment replacement fund,
which is approved on an annual basis. The remaining nineteen years represent an estimate of
equipment needs and funding capabilities of the City. Funding requirements vary from year to year.
In order to maintain a fairly consistent levy each year, the twenty-year schedule is projected with a
3% inflation factor for operating expenses and a yearly average dollar capital expenditure of
$1,185,300. Revenues for the ERP are derived from tax levy and charges to the departments that
use the equipment and are based on the equipment needs of the various departments over the
twenty-year period.
FUND STRUCTURE
The accounting system maintains a standard fund structure for a typical Minnesota city government.
Following is a description of the funds included that are subject to appropriation, for which financial plans
and budget appropriations are prepared annually. These funds are the General, Special Revenue, Debt
Service, Capital Projects and Enterprise.
General Fund
The General Fund accounts for all financial transactions not properly accounted for in any other fund,
including most of the basic governmental services. The expenditures from the General Fund account for
the majority of primary services provided by the City in the areas of public safety, parks and public works,
recreation, planning, engineering and general government.
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CITY OF HOPKINS
Special Revenue Funds
This type of fund accounts for services and expenditures where revenue is restricted for a designated
purpose. The City maintains fifteen Special Revenue Funds. There are thirteen budgeted Special Revenue
Funds.
• Chemical Assessment Team Fund – grant funds received from the state restricted for the
operation of the Chemical Assessment Team.
• Economic Development Fund – revenue sources include interest on loans, taxes, development
fees that are used for expenditures relating to housing and redevelopment projects throughout
the city.
• Tax Increment Funds (7) – tax increment revenues for housing and economic redevelopment
projects throughout the city.
• Parking Fund – parking permits and parking violation fees help support the maintenance of the
city’s current parking lots and ramps.
• Communication Fund – franchise fee for cable TV supports cable and communications efforts
of the city.
• Depot Coffee House Fund – grants, leases and concession revenues support a local chemical
free teen center and coffee house.
• Art Center Fund – leases, state aids, contributions and program sales support the Hopkins
Center for the Arts, which is a community-based center with theater and art at its base.
Some of the Special Revenue Funds do not require an annual financial plan because of the nature of the
type of revenue and expenditure. Expenditures are authorized on an individual basis.
• Hennepin County CDBG Fund – block grant funds used for housing and infrastructure
improvements
• Hopkins Race and Equity Initiative – contributions from two outside organizations used in a
collaborative effort centered on race equity
Debt Service Funds
Debt service funds account for the accumulation of resources for the payment of general long-term debt
principal, interest, and related costs. The City maintains 24 individual debt service funds for the various
bond issues. The City has established annual financial plans for all 24 general obligation bond funds, which
are shown in total as the GO Debt Service Funds.
Capital Project Funds
Capital project funds account for the acquisition and construction of major capital facilities and equipment
(except those financed by proprietary funds). This includes expenditures relating to capital projects and
large capital outlay purchases. The City has five budgeted funds in this category:
• Park Improvement Fund – development and improvement of City parks. Revenue is primarily
from park development fees paid by developers.
• State Aid Construction Fund – revenue from state aid to assist with maintenance and
construction of state aid streets throughout the city.
• Capital Improvement Fund – transfers from other funds to cover future improvements or
maintenance of city facilities and infrastructure.
• Permanent Improvement Revolving Fund – bonds issued to fund reconstruction and
maintenance of residential streets throughout the city.
• Pavilion Addition Fund – contributions from outside organization and bond proceeds to fund
Pavilion addition and remodel.
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CITY OF HOPKINS
Enterprise Funds
Enterprise funds account for our business-type activities. These activities provide services where most of
the costs are recovered through user fees and charges. The City has five Enterprise funds.
• Water Utility Fund – water utility fees based on water usage, which covers the expense of
distributing water and maintaining the water system infrastructure.
• Sewer Utility Fund – sewer utility fees based on water usage, which covers the expense of
disposing of sewer products and maintaining the sewer system infrastructure.
• Refuse Utility Fund – refuse fee based on size of refuse container, which covers the expense
of disposing of refuse products.
• Storm Sewer Utility Fund – storm sewer utility fee based on non-permeable surface of property
for commercial or a fixed rate for residential properties, which covers the expense of
maintaining the storm sewer infrastructure throughout the city.
• Pavilion/Ice Arena Fund – rental fees for ice or space, which covers the operating costs of
running the facility.
Internal Service Funds
Internal Service Funds are used to account for the financing of goods and services provided by one
department to other departments of the City on a cost reimbursement basis. The City has three Internal
Service Funds and no budgets are prepared for these funds.
• Equipment Replacement – revenues derived from leases of large equipment to all
departments. Revenues are used to cover the cost of replacing equipment in the future. Lease
payments are budgeted in the individual funds and transferred to the Equipment Replacement
Fund monthly.
• Employee Benefits – to account for compensated absences of non-enterprise employees
• Insurance Risk – accounts for the dividends received from the insurance company for low
insurance claims and costs, which is used to cover the deductible for any losses.
Major Funds
For 2020 the City identifies the following funds as major funds which are described above. All major funds
are budgeted.
• General Fund
• Economic Development Special Revenue Fund
• Arts Center Special Revenue Fund
• Tax Increment District Super Valu Fund
• Permanent Improvement Capital Projects Fund
• Water Utility Enterprise Fund
• Sewer Utility Enterprise Fund
• Storm Sewer Utility Enterprise Fund
• Pavilion Enterprise Fund
Public art in Hopkins
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CITY OF HOPKINS
City Personnel by Function
Downtown Hopkins
General Public Community Community
Operating Fund Government Finance Police Fire Works Development Services Recreation
General Fund
Administration X X X
Finance X
Community Services X
Building Maintenance X X X X
Inspections X
Police X
Fire X
Public Works X
Recreation X
Activity Center X
Planning & Zoning X
Community Development X
Special Revenue Funds
Economic Development X
Parking X X
Communication X
Depot Coffee House X
Art Center X
Enterprise Funds
Water X
Sewer X
Refuse X
Storm Sewer X
Pavilion X
Housing & Redevelopment X
Administration of Fund
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CITY OF HOPKINS
Authorized and Actual Staffing Levels
Full-Time and Regular Part-Time Positions
1 FTE = an employee who works 40 hours a week
In 2019 the 2.0 position reduction between authorized and actual staffing is due to staff vacancies. The
City has taken the opportunity to review staffing numbers, staffing allocations and make operational
changes before moving forward with any new hires.
The decrease in authorized staffing from 2019 to 2020 of 1.16 is due to the elimination of one police service
officer, typist and the replacement of 2 PT cadets.
2017 2018 2019 2019 2020
Authorized Authorized
& Actual & Actual Authorized Actual Authorized
Administrative Services 5.05 5.00 5.00 4.00 5.00
Finance 5.00 4.00 4.00 4.00 4.00
Municipal Building 1.45 1.45 1.45 1.45 1.45
Community Services 7.20 8.95 8.95 8.95 8.95
Police 36.45 38.28 38.45 38.45 37.28
Fire 3.25 4.10 4.10 4.10 4.10
Public Works 19.09 19.98 20.98 20.98 20.98
Skate Park 0.05 0.05 0.05 0.05 0.05
Activity Center 3.20 2.80 3.00 3.00 3.00
Zoning & Planning 1.35 1.35 1.35 1.35 1.35
Community Development 0.85 0.85 0.85 0.85 0.85
General Fund Total 82.94 86.81 88.18 87.18 87.01
Economic Development 1.60 2.00 2.00 2.00 2.00
Parking 0.72 1.12 1.12 1.12 1.12
Communications 1.25 1.00 1.00 1.00 1.00
Depot Coffee House 5.25 5.00 4.62 4.62 4.25
Art Center 4.30 5.28 5.28 5.28 5.66
Special Revenue Fund Total 13.12 14.40 14.02 14.02 14.03
Water 3.43 4.79 4.79 3.79 4.79
Sanitary Sewer 3.76 2.60 2.60 2.60 2.60
Refuse 4.09 3.39 3.39 3.39 3.39
Storm Sewer 0.63 0.63 0.63 0.63 0.63
Pavilion/Ice Arena 2.90 2.70 2.90 2.90 2.90
Housing & Redevelopment 2.40 2.40 2.40 2.40 2.40
Total Proprietary Funds 17.21 16.51 16.71 15.71 16.71
Total All Funds 113.27 117.72 118.91 116.91 117.75
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CITY OF HOPKINS
Operating Fund Crosswalk
This matrix shows the relationship between functional units and funds.
Function
General Government X X X X X X
Public Safety X
Health and Welfare X
Highways and Streets X X
Urban Redevelopment and
Housing X X
Culture and Recreation X X X
Capital Outlay X X X X X
Debt Service X X X X
Water X
Sewer X
Storm Sewer X
Pavilion
Enterprise
Major Funds
Storm
Sewer
Utility
General
Fund
Water
Utility
Sewer
Utility
Tax Increment
District - Super
Valu
Capital
Project
Permanent
Improvement
Revolving
Economic
Dev
Arts
Center
Special Revenue
Special Capital Debt
Function Revenue Projects Service Enterprise
General Government X X X X
Public Safety X
Health and Welfare X
Highways and Streets X
Urban Redevelopment and Housing X
Culture and Recreation X
Capital Outlay X X
Debt Service X
Refuse X
Non-Major Funds
Hopkins Academy participants engage in Police, Planning and Economic Development, and fire exercises. The Hopkins Academy, a five week
program held in even years during March and April allows residents to get a better understanding of how their City government works. The
Academy covers the topics of, Our Government, Police, Fire, Public Works and Planning & Economic Development. The program has been well
received by the community with over 25 participants each year.
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CITY OF HOPKINS
Summary Budget Information – Major Funds and Non-Major Funds by Fund Type
2017 2018 2019 2020 Budget
Actual Actual Budget Budget Difference %age
REVENUES
General Fund 13,000,907$ 13,492,051$ 14,410,478$ 15,361,716$ 951,238$ 6.60%
Special Revenue Funds
Economic Development Fund 665,539$ 584,324$ 395,154$ 467,951$ 72,797$ 18.42%
Arts Center 908,733$ 974,515$ 988,582$ 1,185,836$ 197,254$ 19.95%
Non-major Special Revenue Funds 3,111,316$ 3,282,637$ 3,569,485$ 3,331,039$ (238,446)$ -6.68%
Capital Project Funds
Permanent Improvement Fund 1,641,537$ 10,494,877$ 11,886,703$ 5,925,479$ (5,961,224)$ -50.15%
Non-major Capital Project Funds 1,997,696$ 1,241,648$ 6,001,675$ 740,022$ (5,261,653)$ -87.67%
Non-major Debt Service Funds 20,871,182$ 12,958,608$ 6,931,380$ 7,326,952$ 395,572$ 5.71%
Enterprise Funds
Water Utility Enterprise Fund 1,832,277$ 1,954,982$ 2,168,556$ 2,256,004$ 87,448$ 4.03%
Sewer Utility Enterprise Fund 2,688,450$ 2,780,810$ 3,119,032$ 3,052,340$ (66,692)$ -2.14%
Storm Sewer Enterprise Fund 844,839$ 811,090$ 793,532$ 793,532$ -$ 0.00%
Pavilion Enterprise Fund 470,324$ 396,131$ 519,383$ 781,500$ 262,117$ 50.47%
Non-major Enterprise Funds 1,013,994$ 1,014,553$ 1,009,267$ 1,006,206$ (3,061)$ -0.30%
EXPENDITURES
General Fund 12,995,235$ 13,726,652$ 14,410,478$ 15,361,716$ 951,238$ 6.60%
Special Revenue Funds
Economic Development Fund 560,103$ 1,854,469$ 390,519$ 386,738$ (3,781)$ -0.97%
Arts Center 1,088,897$ 1,025,194$ 1,005,589$ 1,125,836$ 120,247$ 11.96%
Non-major Special Revenue Funds 1,399,200$ 2,544,129$ 3,071,415$ 2,847,719$ (223,696)$ -7.28%
Capital Project Funds
Permanent Improvement Fund 2,630,973$ 13,076,159$ 11,563,785$ 6,157,000$ (5,406,785)$ -46.76%
Non-major Capital Project Funds 2,992,500$ 1,762,066$ 4,800,500$ 712,750$ (4,087,750)$ -85.15%
Non-major Debt Service Funds 24,164,372$ 12,223,374$ 6,194,463$ 6,837,921$ 643,458$ 10.39%
Enterprise Funds
Water Utility Enterprise Fund 1,789,503$ 1,937,441$ 2,168,556$ 2,235,099$ 66,543$ 3.07%
Sewer Utility Enterprise Fund 2,281,378$ 2,640,804$ 3,067,143$ 3,025,741$ (41,402)$ -1.35%
Storm Sewer Enterprise Fund 446,735$ 736,540$ 605,940$ 621,944$ 16,004$ 2.64%
Pavilion Enterprise Fund 522,694$ 689,178$ 635,517$ 702,256$ 66,739$ 10.50%
Non-major Enterprise Funds 844,737$ 747,446$ 965,113$ 1,008,049$ 42,936$ 4.45%
Major Funds are in bold type
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CITY OF HOPKINS
Summary of Budgeted Funds
2017 2018 2019 2020 Budget
Actual Actual Budget Budget Difference % age
REVENUES
Property Taxes 10,083,560$ 10,543,110$ 11,821,624$ 12,564,305$ 742,681$ 6.28%
Intergovernmental 1,078,945 1,330,932 1,167,129 1,352,946 185,817 15.92%
Licenses, Permits & Fines 1,007,348 872,864 745,315 784,065 38,750 5.20%
Charges for Services 323,654 378,248 250,760 251,050 290 0.12%
Miscellaneous 197,671 53,326 135,650 119,350 (16,300) -12.02%
Franchise Fees 309,729 313,571 290,000 290,000 - 0.00%
13,000,907$ 13,492,051$ 14,410,478$ 15,361,716$ 951,238$ 6.60%
APPROPRIATIONS
Council 87,385$ 109,970$ 96,132 97,630$ 1,498$ 1.56%
Administrative Services 661,048 706,736 756,693 855,056 98,363 13.00%
Finance 373,600 317,016 351,173 400,476 49,303 14.04%
Legal 247,785 279,372 175,000 175,000 - 0.00%
Municipal Building 393,089 360,502 392,396 398,472 6,076 1.55%
Community Services 1,061,787 1,151,122 1,269,400 1,329,162 59,762 4.71%
Police 5,218,315 5,492,397 5,609,104 5,977,172 368,068 6.56%
Fire 1,055,895 1,433,909 1,399,178 1,483,100 83,922 6.00%
Public Works 2,941,661 2,849,193 3,221,137 3,442,841 221,704 6.88%
Recreation 656,129 671,030 732,695 783,082 50,387 6.88%
Planning 201,578 234,710 217,372 222,370 4,998 2.30%
Community Development 95,856 92,769 101,498 108,155 6,657 6.56%
Unallocated 1,107 27,926 88,700 89,200 500 0.56%
12,995,235$ 13,726,652$ 14,410,478$ 15,361,716$ 951,238$ 6.60%
-$
2017 2018 2019 2020 Budget
Actual Actual Budget Budget Difference % age
REVENUES
Chemical Asses. Team 94,110$ 64,514$ 60,000$ 65,000$ 5,000$ 8.33%
Economic Development 665,539 584,324 395,154 467,951 72,797 18.42%
Parking 200,591 136,254 152,650 154,525 1,875 1.23%
Communication 289,058 258,349 255,235 238,014 (17,221) -6.75%
HREI - 6,000 - 6,000 6,000
Depot Coffee House 336,468 335,258 362,600 317,500 (45,100) -12.44%
Art Center 908,733 974,515 988,582 1,185,836 197,254 19.95%
Tax Incr Financing (7 funds)2,191,089 2,482,262 2,739,000 2,550,000 (189,000) -6.90%
4,685,588$ 4,841,476$ 4,953,221$ 4,984,826$ 31,605$ 0.64%
APPROPRIATIONS
Chemical Assess. Team 94,353$ 61,646$ 60,000$ 65,000$ 5,000$ 8.33%
Economic Development 560,103 1,854,469 390,519 386,738 (3,781) -0.97%
Parking 150,212 137,095 141,783 150,690 8,907 6.28%
Communication 253,451 276,919 479,653 238,656 (240,997) -50.24%
HREI - 7,255 - 6,000 6,000
Depot Coffee House 359,878 368,508 347,926 296,766 (51,160) -14.70%
Art Center 1,088,897 1,025,194 1,005,589 1,125,836 120,247 11.96%
Tax Incr Financing (7 funds)541,306 1,692,706 2,042,053 2,090,607 48,554 2.38%
3,048,200$ 5,423,792$ 4,467,523$ 4,360,293$ (107,230)$ -2.40%
SPECIAL REVENUE FUNDS
GENERAL FUND
29
CITY OF HOPKINS
2017 2018 2019 2020 Budget
Actual Actual Budget Budget Difference % age
REVENUES
Water 1,832,277$ 1,954,982$ 2,168,556$ 2,256,004$ 87,448$ 4.03%
Sanitary Sewer 2,688,450 2,780,810 3,119,032 3,052,340 (66,692) -2.14%
Refuse 1,013,994 1,014,553 1,009,267 1,006,206 (3,061) -0.30%
Storm Sewer 844,839 811,090 793,532 793,532 - 0.00%
Pavilion/Ice Arena 470,324 396,131 519,383 781,500 262,117 50.47%
6,849,884$ 6,957,566$ 7,609,770$ 7,889,582$ 279,812$ 3.68%
APPROPRIATIONS
Water 1,789,503$ 1,937,441$ 2,168,556$ 2,235,099$ 66,543$ 3.07%
Sanitary Sewer 2,281,378 2,640,804 3,067,143 3,025,741 (41,402) -1.35%
Refuse 844,737 747,446 965,113 1,008,049 42,936 4.45%
Storm Sewer 446,735 736,540 605,940 621,944 16,004 2.64%
Pavilion/Ice Arena 522,694 689,178 635,517 702,256 66,739 10.50%
5,885,047$ 6,751,409$ 7,442,269$ 7,593,089$ 150,820$ 2.03%
296,493
2017 2018 2019 2020 Budget
Actual Actual Budget Budget Difference % age
REVENUES
Property Taxes 2,042,687$ 3,074,029$ 3,613,429$ 4,250,154$ 636,725$ 17.62%
Special Fees 897,122 923,872 1,081,348 660,764 (420,584) -38.89%
Miscellaneous 27,969 8,648 9,522 14,604 5,082 53.37%
Proceeds from Bond Sale 16,425,158 6,883,423 - - -
Operating Transfer In 1,478,246 2,068,636 2,227,081 2,401,430 174,349 7.83%
20,871,182$ 12,958,608$ 6,931,380$ 7,326,952$ 395,572$ 5.71%
APPROPRIATIONS
Bond Principal 3,080,000$ 3,890,000$ 4,515,000$ 4,730,000$ 215,000$ 4.76%
Bond Interest 1,035,605 1,479,375 1,653,463 2,081,921 428,458 25.91%
Miscellaneous other charges 433,500 249,562 26,000 26,000 - 0.00%
Deposit to Escrow Agent 3,678,549 - - - - 0.00%
Transfer out 15,936,718 6,604,437 - - - 0.00%
24,164,372$ 12,223,374$ 6,194,463$ 6,837,921$ 643,458$ 10.39%
Total Revenues 45,407,561 38,249,701 33,904,849 35,563,076 1,658,227 4.89%
Total Appropriations 46,092,854 38,125,227 32,514,733 34,153,019 1,638,286 5.04%
Use of Equity or
Fund Balance (685,293) 124,474 1,390,116 1,410,057 19,941 1.43%
DEBT SERVICE FUNDS (all funds)
PROPRIETARY FUNDS
30
CITY OF HOPKINS
APPROVED BUDGET SUMMARY – ALL FUNDS
REVENUE SUMMARY
The total budget represents planned or anticipated revenues for all funds, excluding unbudgeted special
revenue funds and capital project funds. The amount of the annual total anticipated revenues fluctuates
up or down from year to year, depending on special projects and grants which may occur during the plan
budget period. The budget provides guidelines to staff for City operations.
Property Taxes: One purpose of the budget is to
communicate the financial plans for the City and its
allocation of resources. The budgeted revenues for
all funds total $33,061,646. The largest source of
revenue by category is property taxes of
$20,408,135 comprising 61.73% of total revenues.
Property taxes are levied to support the general
fund activities, help pay debt and provide tax
increment redevelopment funding sources.
Successful tax increment projects have helped
create a larger tax base for the City. Currently the
City is collecting tax increment revenues from
several districts to pay off redevelopment notes,
redevelopment bonds and help in future
redevelopment costs of properties within certain
districts. Levy limits have been on again and off
again since 2004 and remain off for 2020. Levy limits while providing assurances to taxpayers do give the
City the additional challenges in meeting resident’s requests for sustained services or in some instances
increased services. In 2020 budgeted taxes increased in total by 8.43% as a result of salary increases,
benefit increases and new G.O. debt. The General Fund had a 6.33% increase in the levy due to increases
in expenditures that were not offset by other revenue sources.
Intergovernmental Revenues: Total $1,562,252
or 4.62% of the City’s revenues. The City currently
receives local government aid, highway funding,
police and fire aid, chemical assessment grants,
fire grants, Community Development Block Grant
funds and other miscellaneous state grants.
Estimates for intergovernmental revenues are
based on known revenue sources and projections
are based on information from the various state
and county agencies from which the revenues are
received. The city has reduced its reliance on
revenues from state and federal governments due
to decreased availability and reduced funding in
the various state programs. Over the past several
years the city has been successful in getting
grants for specific projects. Those projects are not budgeted due to the uncertainty in the success of our
application for those funds. In 2020 we are scheduled to receive $734,946 in Local Government Aid, a
$178,327 increase from 2019 that will go to the General Fund and is utilized to reduce the general fund tax
levy.
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CITY OF HOPKINS
Utility Fees: For water, sewer, refuse and storm sewer
account for $6,920,576 of the City’s revenue or 20.93%.
Utility revenue is planned to increase by 1% minimally
compared to 2019 based decreased to the planned
billable consumption in the Water and Sewer funds. The
City will continue to have incremental rate increases
over the next four years. The increased rates will
provide adequate cash flow for operating and capital
cost. The City conducted a utility rate study in 2016 and
raised water and sewer rates were both increased by
approximately 40% in 2017. Each subsequent year has
seen a more modest rate increase. Rates will increase
by 9.0% and 4.1% for water and sewer, respectively.
The Storm Sewer and Refuse funds remain healthy and
will not have rate increases in 2019.
Charges for Services: Other than utilities are
$1,754,486 or 5.31% of the City’s revenues. The
City charges for plan reviews, special police or
fire services, parking permits for city parking
facilities, facility rental, concessions and ice time.
A large portion of the charges for services include
plan review fees from building permits which are
projected to rise again with new development.
The variance in revenues between years is due
to development projects and the related plan
review fees. Finance relies on plan review fee
projections prepared by the City’s Building
Official and input from departmental managers
on the level of activity expected in their
departments when setting the budget for this revenue category. While there are several other development
projects on the horizon the City budgets conservatively on plan review fee income due to the uncertainty of
the development market which can change depending on developers funding for their proposed projects.
Special Assessments: Special assessments are
$660,764 or 2.00% of City Revenue. Special
Assessments are levied for street, sidewalk, alley,
water, sewer or storm sewer improvements that
benefit private property. Special assessment revenue
projections are based on the special assessment rolls
and scheduled payments due in the budget year. In
1999, the City created a housing improvement district
to benefit specific housing developments through
special assessment fees. The fees were payable over
20 years, between 2000 and 2019. The fees and
related payments are complete, causing the significant
decrease in budgeted special assessment revenue. .
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CITY OF HOPKINS
License, Permits & Fines: are $804,065 or 2.43%
of revenues. Permit revenues are dependent on the
economy and on future development of the City. In
2017 due to several large commercial
redevelopment projects the City had a very strong
years in building permit income. While there are
other projects in the works the City chooses not to
rely on that income until it becomes reality, therefore
building permit income continues to be budgeted
conservatively based on an average of the past 10
years. The permit fee revenue projection was
prepared by the City’s Building Official based on
knowledge of pending and anticipated projects.
License revenue is based on the types of
businesses licensed by the city and past year’s
collections. Those revenues remain stable. The City also budgets conservatively for fine revenue as that
revenue stream is unpredictable. Fine revenue is only received once the fines are collected by the State
of MN which then remits Hopkins’ portion to them. Parking permits and ticket revenues remain stable.
Franchise Fees: The City collects franchise fees for
cable television, electric and gas utilities. The electric
and gas rates were increased in 2019. A residential user
will pay $3.50 monthly each for gas and electric, or $7.00
per month. The rate progresses higher for multiple
dwellings and commercial properties. Total franchise
fees collected in budgeted funds will be $525,014 or
1.59% of City revenues. The decrease in 2020 is due to
new federal legislation that will negatively affect cable
television franchise fees. The City also deposits
franchise fees in capital improvement funds that are not
budgeted. The City expected collections of $300,000
and $360,000 for the Park Improvement and Capital
Improvement funds, respectively. The City uses
franchise fees for four different purposes: 1. To provide
live streaming and archiving of city council and other meetings, 2. For capital improvement, specifically
funding a City Hall renovation, 3. For Park Improvements and 4. To reduce the levy in the general fund.
Total 2020 Budgeted Revenue: Increased
from 2020 as a result of increased tax revenues
and local government aid received from
Minnesota. The 2019 budget was prepared with
increased and decreased revenue as described
above. The City workforce has remained stable
with many long-term employees. Like other
cities we continue to do more with less and work
to maximize the budget dollars we do have to
work with. Staff has been very conscientious in
the management of departmental budgets which
has allowed us to maintain staffing while
providing the same level if not better services to
the public.
33
CITY OF HOPKINS
Major Revenue Trends: The chart to the
right is showing the trends of three of our
major revenue sources. Taxes include both
property taxes and tax increments. Taxes
continue to increase as other sources of
revenue decrease and new tax increment
projects come on the tax rolls.
Intergovernmental revenues increased in
2020 due to higher allotment of local
government aid; we have also continued to
be successful in receiving federal COPS
grant, a fire prevention and safety grant and
DWI officer grant. Intergovernmental
revenues are less reliable and the City is
cognizant of that during the budget
process. Tax revenues have risen to fill that
gap; however we continue to seek other revenue sources to meet our budget needs which include grants.
Utility charges have remained steady after the initial jump from a 40% rate increase in 2017.
Shown below is a chart showing the relationship between all revenue sources.
34
CITY OF HOPKINS
APPROPRIATION SUMMARY
Appropriations for all funds total $34,153,019. This is less than anticipated revenues for 2020 and results
in an increase of fund balance of $1,410,058 overall. The special revenue funds will add $624,533 where
certain funds such as the parking fund and arts center fund are working to rebuild fund balance and tax
increment revenues exceed current needs. Enterprise funds are budgeted to increase their net position by
$296,493 as we work to rebuild fund equity and bring the water and sewer fund to a more stable financial
position. Debt service funds will see an increase of $489,031 as our debt service levy increases for new
bond issuances.
The largest source of appropriations by category is employee salaries and benefits at $14,386,040.
Employee salary and benefits make up 42.12% of the City’s annual appropriation and represent a 6.72%
increase from 2019 budget. The City completed a classification and compensation study for all employees
in 2018. The resulting wage scales were used for the 2020 budget. All union contracts have been settled
through 12/31/20.
Materials, supplies and services make up 25.23% of appropriations at $8,616,837. This amount represents
a 0.35% increase from the 2019 budget. There were only minor changes between 2019 and 2020. Staff
has been attempting to be as efficient as possible when purchasing materials and supplies and using
outside services.
Capital outlay and improvements can fluctuate substantially every year. In 2020, the appropriated amount
is $135,250 or 0.40% of total appropriations. Anticipated capital costs fire equipment and improvements at
the Arts Center. Staff was instructed to keep capital items at a minimum as funding restrictions continue to
present challenges in budgeting. In addition the City allocates equipment replacement costs to its general
and special revenue funds to ensure that resources are available for replacement of equipment when
scheduled or necessary. The charges for equipment replacement are recorded in the materials supplies
and services categories as they do not directly relate to specific capital outlay expenditures but rather the
cost of using city assets.
Debt repayment make up 20.02% of appropriations at $6,837,921. This amount represents an increase of
10.39% from 2019 due to debt issued in the previous year for street projects.
The six largest programs of the City in 2018 account for 92% of the appropriations budget and are as
follows:
Public Safety 7.5 million
Utilities (water, sewer, storm sewer, refuse) 6.9 million
Debt 6.8 million
General Government 3.6 million
Public Works 3.6 million
Recreation 2.9 million
35
CITY OF HOPKINS
36
CITY OF HOPKINS
REVENUES - ALL FUNDS
COMPARATIVE ANALYSIS BY SOURCE
ADOPTED
2017 2018 2019 2020
SOURCE ACTUAL ACTUAL BUDGET BUDGET
Current Revenues
PROPERTY TAX $12,819,047 $14,340,367 $16,083,090 $17,882,635
TAX INCREMENT 2,146,982 2,433,504 2,739,000 2,525,500
SPECIAL ASSESSMENTS 897,122 923,872 1,081,348 660,764
LICENSE, PERMITS & FINES 1,028,503 892,826 767,315 804,065
INTERGOVERNMENTAL REVENUE 1,345,583 1,469,130 1,328,629 1,526,252
CHARGES FOR CURRENT SERVICES 1,692,897 1,524,586 1,666,372 1,754,486
INTEREST ON INVESTMENTS 159,241 64,240 57,221 72,804
UTILITY SERVICE CHARGES 6,120,600 6,463,008 6,915,587 6,920,576
FRANCHISE FEES 584,214 538,694 542,235 525,014
OTHER REVENUES 608,048 521,387 426,270 389,550
TOTAL CURRENT REVENUES $27,402,237 $29,171,614 $31,607,067 $33,061,646
Other Financing Sources 16,425,158 6,883,423 - -
TOTAL REVENUES $43,827,395 $36,055,037 $31,607,067 $33,061,646
Add: Inter-Fund Transfers 1,580,166 2,194,664 2,297,781 2,501,431
TOTAL REVENUES $45,407,561 $38,249,701 $33,904,848 $35,563,077
EXPENDITURES/EXPENSES - ALL FUNDS
COMPARATIVE ANALYSIS BY OBJECT
ADOPTED
2017 2018 2019 2020
OBJECTIVE ACTUAL ACTUAL BUDGET BUDGET
Current Expenditures/Expenses
SALARIES AND EMPLOYEE BENEFITS $12,199,849 $13,093,249 $13,480,220 $14,386,040
MATERIALS, SUPPLIES AND SERVICES 8,129,360 8,303,826 8,586,462 8,616,837
CAPITAL OUTLAY 410,315 180,874 373,385 135,250
DEPRECIATION 892,027 1,052,626 976,000 1,070,000
DEBT REPAYMENT 8,378,307 5,975,551 7,544,938 7,815,463
TOTAL $30,009,858 $28,606,126 $30,961,005 $32,023,590
Other Financing Uses 16,082,996 9,519,101 1,997,223 2,129,429
TOTAL EXPENDITURES $46,092,854 $38,125,227 $32,958,228 $34,153,019
37
CITY OF HOPKINS
PROPERTY TAXES
Tax Capacity & Market Values
The growth in tax capacity from 2010 to
2019 reflects overall increased market
value of property in Hopkins from
redevelopment. During the years 2011-
2013 the housing market saw significant
declines across the country and Hopkins
was no exception. To the right depicts tax
capacity value over the last ten years.
Since 2014, Hopkins continued to have
growth due to commercial development
that was already in place when the
market turned and a recovering housing
market. Hopkins residential housing
values have been increasing over the last
several years as the housing market has
rebounded resulting in quick sales for
sellers who are getting competitive prices
for their homes.
One goal of the city council is to preserve the current housing stock and promote housing growth. As
mentioned above housing values have increased this past year which has added to the tax capacity. One
factor impacting the tax capacity is the Market Value Homestead Credit which removes a portion of
homeowner’s values from the tax rolls. This credit is reduced as the value of a home increases until it is
phased out entirely at about a home value of $414,000. Other property classes primarily commercial have
increased slightly which has mitigated the overall decrease in market values.
38
CITY OF HOPKINS
Changes in property taxes
The chart at the left shows the percentage of homeowners that saw
changes in total property taxes paid based on preliminary levies
passed in September. About 6.08% saw decreases in their property
taxes, however, a much greater percentage 93.92% had between .1%
- to over 20% increases in values, this is due to the increasing market
value of homes and an increases to the tax levy.
2020 Property Taxes by Taxing Districts
The City’s levy is allocated against the tax base along
with the levies for the school district, county and
miscellaneous government entities. The median value
home in Hopkins is valued at $276,000 and is
projected to pay $4,419 in property taxes in 2020
(based on preliminary levies passed in September).
The chart to the right shows the components of City of
Hopkins taxes by taxing district.
City Property Tax Levy
Shown to the left is the annual
cost of CITY taxes on a home
valued at $225,000 in each year
and based on the City’s median
value in each year, called
change in value. The Cities
median value home has
increased from $191,000 in
2012 to $276,000 in 2019.
Taxes for 2012, 2013 and 2014
had small increases and 2015
saw the implementation of the
Financial Management Plan
(FMP) which provided new debt
levies for the Pavilion and Art
Center as we work to get these
funds into a more stable
financial position. The 2020 tax levy provides for additional debt levies to fund much needed infrastructure
projects within the City.
This residential property owner in Hopkins will experience an $88 increase in City property taxes in 2020.
The total City taxes on a median valued home would be $1,823 in 2020 as compared to $1,735 in 2019.
39
CITY OF HOPKINS
Shown below is a summary of annual costs an average homeowner would expect to pay living in Hopkins.
Water and sewer rates were increased for 2019 as based on the City’s Utility Rate Plan and continued
capital costs. 2019 will be the third year the City used a tiered rate structure. Refuse rates are analyzed
each year and if necessary are only increased every couple of years. There was no increase in refuse or
recycling rates for 2019. The storm sewer rate is not expected to increase in the near future. Hopkins
utility rates continue to rank in the middle tier of the Minneapolis/St. Paul metropolitan area despite the rate
increases.
City Levy – By Purpose
In 2020 the City continued its property tax levy for the purpose of funding the debt for the residential streets,
portions of Blake Road and portions of City Hall renovations. In 2019 levy limits were once again eliminated
and remain off for 2020.
2020 2019
General Fund $12,479,305 $11,736,624 6.33% increase
Capital Levy 75,000 100,000 -25.00% decrease
Arts Center 325,225 257,500 26.30% increase
Pavilion Fund 290,000 40,383 100.00% increase
Equipment Replacement 110,000 230,000 100.00% decrease
Debt 4,250,154 3,613,429 17.62% increase
Total Levy $17,529,684 $15,977,936 9.71% increase
Council $9.54
Administrative Services $83.63
F inance $38.47
Legal $4.76
Unallocated $8.71
Municipal Building $39.47
Community Services $72.28
Police $533.02
Fire $131.88
Public Works $316.90
Recreation $27.69
Activity Center $37.18
Planning and Community Development $26.09
Capital $7.33
Equipment Replacement $10.75
Arts Center $31.77
Pavilion $28.33
Debt $415.20
Annual Cost for City Services $1,823.00
2020 Annual Property Tax Cost (average home)Annual Service Cost
City of Hopkins Average Annual Service Costs
on an Average Home.
2020 2019
City Property Taxes $1,823.00 $1,735.00
Water - Consumption
7,500 gallons a month
$3.04/$3.49/$4.01 Tiered Rates $349.03
$2.78/$3.20/$3.68 Tiered Rates $319.93
Sewer - Consumption
5,000 gallons a month
$6.73/ 1,000 gallons $403.80
$6.46/ 1,000 gallons $387.60
Refuse Collection $262.20 $262.20
Storm Sewer $60.00 $60.00
Franchise Fees $84.00 $84.00
Total $2,982.03 $2,848.73
40
CITY OF HOPKINS
City tax capacity rates of 69.141% result in payments of $1,823 annually or approximately $152 per month
for the average homeowner. Net property tax costs by program, was developed by crediting related
revenues against appropriate programs expenditures.
Net annual property tax costs for program budgets
The City’s overall net levy increase is 9.71%. The general fund levy increased in 2020 by 6.33% or
$742,681. The debt levy was increased due to a residential street projects, portions of Blake Road and
portions of City Hall renovations. The debt levy increase was 17.62% or $636,725. The capital levy was
decreased to $75,000 because of a decrease in projects relying on the levy. The Arts Center levy was
increased by 26.3% to $325,225, the majority of the increase will go towards eliminates a deficit fund
balance. The City continues an equipment replacement levy for 2020 to help offset the costs of equipment
and information technology. The total levy increase for 2020 is $1,551,748. The City’s tax rate will decrease
by 1.03% from 70.171% to 69.141%.
City Council and Management Staff celebrating the grand re-opening of City Hall
following the 2019 renovation and remodel to better suit staff and provide enhanced
customer service to our residents and business owners.
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CITY OF HOPKINS
Shown to the left are the main
taxpayers in the City of
Hopkins and their percentage
of total tax capacity. The
largest taxpayer comprises
4.83% of total tax capacity
and the next largest taxpayer
comprises 2.45%. The city
has a diverse and stable tax
base, which provides the city
with assurance that tax
revenues will remain stable
against the loss of a
significant taxpayer.
Major employers in Hopkins include UNFI (formerly Super Valu) a wholesale food distributor, followed by
ISD 270 and Cargill, a public school district and international producer and market of food, agricultural
and industrial products. While these three organizations employ almost 22% of the workforce in Hopkins,
the City has a diverse group of employers with long-term presence in the City.
PRINCIPAL EMPLOYERS 1
Percentage
of Total
Employer Type of Business Employees Employment
UNFI (Super Valu)Wholesale food distribution 1,400 7.649 %
ISD 270 (Hopkins Public Schools) Elementary and secondary education 1,365 7.457 %
Cargill Agricultural products 1,215 6.638 %
Thermotech Plastic mold manufacturer 400 2.185 %
US Post Office Post office 314 1.715 %
Oak Ridge Country Club Golf course and country club 185 1.011 %
Augustana Chapel View Nursing home 185 1.011 %
US Bank Financial institution 185 1.011 %
City of Hopkins Muncipal government 116 0.634 %
Walser Auto Group Automobile dealer 100 0.546 %
Percentage
Tax of Total Tax
Taxpayer Type of Business Capacity Capacity
Colfin Midwest NNN Inv LLC Commercial $1,354,280 4.83%
Piedmont 9320 Excelsior LLC Commercial 688,260 2.45%
Doran 810 Apartments LLC Apartments 480,375 1.71%
Hopkins Distribution Co. LLC Industrial 473,050 1.69%
Greendield Apartments LP Apartments 472,700 1.69%
Ramsgate Apartments LLC Apartments 360,650 1.29%
Southwest Real Estate Inc.Apartments 302,520 1.08%
Duke Realty Corporation Industrial 262,290 0.94%
The Luther Co. Ltd. Partnership Commercial 253,148 0.90%
UNFI (Super Valu)Industrial 245,940 0.88%
City's Total Tax Capacity $28,035,050
PRINCIPAL TAXPAYERS
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CITY OF HOPKINS
Changes in Fund Balance
Major Funds
Fund balance is defined as the difference between a fund’s assets and liabilities. Adequate fund balance is
necessary to have funds for emergency or unexpected events, to enhance the City’s financial position and
bond ratings, to provide cash for operations prior to receipt of tax revenues and to maximize investment
earnings.
Working capital balance, defined as current assets less current liabilities is carefully monitored to ensure
enough financial flexibility to meet both short and long-term goals for each fund.
The general fund balance is preliminary and unaudited. The 2020 budget was adopted with a 3% wage
increase based on cost of living increases in union contracts and expected step movements. The general
fund is below its fund balance goal of 42% of expenditures and is at 37% of expenditures. Staff continues
to work to address how to manage the financial position so that we maintain our fund balance goal. This
may involve new or revised revenue options, expenditure adjustments or a combination of all these options.
The Economic Development Fund’s 2019 tax revenue collections were over budget as excess tax
increment revenues were received. These are revenues over and above what is required in the tax
increment plans and therefore are reported in the Economic Development fund to be used for future
Estimated
YE 2019
Fund
Balance/% Change $ Change Reason for
Working Ending in Fund in Fund Greater than
Fund Name Capital*Revenues Expenditures Balance Balance Balance 10% Variance
Major Funds
General Fund $5,617,686 $15,361,716 $15,361,716 $5,617,686 0.00%-
Economic
Development
Special Revenue
Fund
3,201,557 467,951 386,738 3,282,770 2.54% 81,213
Art Center (1,248,098) 1,185,836 1,125,836 (1,188,098) 4.81% 60,000
Permanent
Improvement
Revolving Fund
287,536 5,925,479 6,157,000.00 56,015 -80.52% (231,521) Fund pays for the cost of
street reconstruction
through the issuance of
debt or intergovernmental
revenue. The changes in
fund balance are due to
timing of bond proceeds
or completing projects.
Water Enterprise
Fund *
(1,224,923) 2,256,004 2,235,099 (1,204,018) -1.71% 20,905
Sewer Enterprise
Fund *
184,790 3,052,340 3,025,741 211,389 14.39% 26,599 Water and Sewer rates
were increased in 2020 to
continue to improve
financial stability of funds
and pay for capital costs.
Storm Sewer
Enterprise Fund *
1,457,247 793,532 621,944 1,628,835 11.77% 171,588 Bonds will be sold in
2020 for the planned
infastructure projects.
Pavilion *(298,766) 781,500 702,256 (219,522) 26.52% 79,244 Following the renovation
the Pavilion is expected
to begin to operate and
profit as expected.
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CITY OF HOPKINS
development. The Economic Development fund provides the funding to assist in development efforts in
Hopkins. It has a strong fund balance with available resources to assist potential development efforts. The
main source of income is an economic development tax levy which has increased each year. There is a
significant fund balance in this fund that is available for economic development but the long term goal is to
ensure that revenues are adequate for planned expenditures. The fund plans to add approximately $80,000
to fund balance while still being able to provide funding for future development incentives.
The Art Center has yet to meet its fund balance goals due to the amount of debt as a result of building the
facility in the mid-1990’s. The Art Center has long-term lease arrangements with a theater company, the
school district and an arts group that fund operations. It also receives supporting transfers from the
Communication fund. In 2016 staffing was restructured to minimize expenses and is continually evaluated
to ensure budget goals are met while meeting the needs of the users. The Arts Center has successfully
revamped its concert programming to appeal to a wider audience, the 2018 and 2019 concert series were
both financial successes. The Art Center funding issues were addressed in the Financial Management
Plan that was adopted for 2014 and calls for an annual levy starting in 2015 to eliminate the negative fund
balance. It is anticipated that the negative fund balance will be eliminated in 2024.
The Permanent Improvement Revolving Fund will decrease its fund balance in 2030. Bonds are issued to
fund street projects and all expenditures are included in the fund. Increases and decreases in the fund are
primarily timing difference between bond issuances and construction costs.
The Water Enterprise Fund’s working capital is expected to increase slightly in 2020. Rates were increased
by 9.0%. However, consumption projections were decreased and revenue is only projected to increase by
4% in 2020. A water rate study was first implemented in 2016 to address the growing capital and
replacement costs in the fund. The fund will continue to see incremental increases to rates each year.
The Sewer Enterprise Fund’s working capital is expected to grow in slightly in 2020. Rates were increase
by 4%. However, consumption projections were decreased and revenue is projected to decrease by 1% in
2020. A sewer rate study was first implemented in 2016 to address the growing capital and replacement
costs in the fund, however fees paid to the Metropolitan Council represent over half of the costs in the sewer
budget. Sewer charges paid to the Metropolitan Council will decrease by 4.0% in 2020.
The Storm Sewer Enterprise Fund’s working capital will increase in 2020 as fees continue to exceed
expenses. The Storm Sewer Fund is adequately funded for projected operations and infrastructure
improvements and no rate increased are planned for the near future.
The Pavilion Ice Arena will show a net increase in 2020 due to a tax levy being used to pay debt service
for a 2018 renovation; staff continues to actively market the facility to various groups to increase off season
rental income and eliminate the negative cash position. These efforts are paying off as an underutilized
portion of the facility is being leased to the Hopkins School District.
The Artery is a bike, pedestrian and
vehicle connection and community space
connecting a future light rail station with
historic downtown.
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CITY OF HOPKINS
Non-Major Funds
The Chemical Assessment fund is part of the State Chemical Assessment Team program where seven
teams are placed around the state to respond to hazardous waste calls. Hopkins has one of the teams that
is supported by the Fire Department and fully funded by the state. The expenditures are reimbursed in full
by the state.
The Parking fund, fund balance will increase slightly in 2020. The city will need to increase parking fees by
approximately 5% each year to provide adequate funds to maintain the parking lots and cover operations.
The Communication fund will continue to support the advertising and promotion of the Art Center by
transferring $50,000 to the Arts Center. The council and staff continue to work at relieving the Art Center
promotional activity expense burden from the communication fund. Currently this fund exceeds its fund
balance goals.
The Depot Coffee House is a chemical free environment for area teens that provides specific programming
of interest to them. The Depot Coffee House Youth Project is being supported by the General Fund with a
$20,000 transfer as well as the Hopkins-Minnetonka Joint Recreation program ($20,000), Three Rivers
Park District ($20,000) and Hopkins School District ($50,000). The coffee shop portion of the Youth Center
has historically been a successful venture of the Depot and able to provide funding for the youth project.
The coffee shop has been unable to be profitable in 2017-2019 due nearby construction projects. The
operating results are expected to rebound in 2020, after eliminating a position, pricing increases and
reduced hours during less profitable times. In conjunction with the coffee business we offer rental of the
facility when not used by the youth and we anticipate increased revenues from that source that will
supplement the budget. With the changes made we expect that the coffee shop will continue to provide
support for the youth programming and provide adequate funds for cash flow.
Estimated
YE 2019
Fund
Balance/% Change $ Change Reason for
Working Ending in Fund in Fund Greater than
Fund Name Capital*Revenues Expenditures Balance Balance Balance 10% Variance
Chemical
Assessment
- 65,000 65,000 - 0.00%-
Parking 200,240 154,525 150,690 204,075 1.92% 3,835
Communications 527,400 238,014 238,656 526,758 -0.12% (642)
Depot Coffee
House
(31,706) 317,500 296,766 (10,972) 65.39% 20,734 Coffee shop operations
were evaluated and
changes made so that
this fund can build fund
equity for future projects.
Tax Increment
Funds
(aggregate)
1,591,018 2,550,000 2,090,607 2,050,411 28.87% 459,393 Funds collected are
replenishing negative fund
balance as the districts
tax collections increase
Debt Service
Funds
(aggregate)
1,685,617 7,326,952 6,837,921 2,174,648 29.01% 489,031 Planned tax collections
in 2020 to pay principal
and interest payment due
on 2/1/2021.
Enterprise
Refuse *956,100 1,009,267 965,113 1,000,254 4.62% 44,154
Non-Major Funds
Special Revenue Funds
45
CITY OF HOPKINS
Tax Increment fund balance may be used to retire tax increment debt early. Currently most tax increment
funds meet their combined fund balance goals.
Debt Service fund balance may be used to retire general obligation debt. All debt service funds meet their
debt service needs.
The Refuse Enterprise Fund has several programs that are subsidized by the refuse rates. The City has
explored charging separate fees for these services but has met with resistance from the public. Staff
continues to explore options for having these programs generate at least some revenue. Refuse rates were
not increased for 2020. Working capital continues to be adequate for this operation.
The Pavilion Ice Arena will show a net loss in 2019 due be under construction for a portion of the year; staff
continues to actively market the facility to various groups to increase off season rental income and eliminate
the negative cash position. These efforts are paying off as an underutilized portion of the facility is being
leased to the Hopkins School District. The City will also use tax levy to pay bond costs beginning in 2019
for a pavilion upgrade project that was begun in 2018.
Debt Overview
The City of Hopkins has been conservative in its debt issuance practices and holds Standard and Poor’s’
AA+ debt ratings. In January 2014 the city was very pleased to receive a bond rating upgrade by Standard
and Poor’s from AA to AA+. This rating has been upheld for each subsequent bond issuance. Standard
and Poor’s stated that this is based on the city’s rated the City as having very strong economy, very strong
management, very strong budgetary flexibility and very strong liquidity. The City’s total outstanding debt on
December 31, 2019, was $76,375,000. The City’s per capita debt at December 31, 2019 is $3,874.
The total debt principal and interest due in 2018 is $7,774,026 of which $4,250,154 is raised through direct
tax levy. The remaining principal and interest is paid with refunding bonds, direct fees, utility fees, tax
increments, and special assessments. As depicted in the graph on the following page debt service
requirements continue to decline steadily throughout the remaining terms of the bonds. The requirements
drop to $4,871,339 in 2030 and to $2,001,883 in 2034 before the final issue matures in 2036. The ability
to retire 76% of the City’s debt in the next ten years is a major strength. The City is planning on issuing,
GO Improvement bonds for residential street project and utility revenue bonds and equipment certificates
in 2020. The actual amount to be bonded is estimated at $9,275,000 and will include as revenue sources
a tax levy, utility revenues, and special assessments. Budget impact of the new debt has been factored
into the utility funds budgets and the tax levy portion has been factored into the long-range Financial
Management Plan. Part of the Financial Management Plan is to minimize tax increases to the taxpayers.
Debt that is needed for future projects is part of that plan.
The City has maintained an AA+
bond rating since 2014.
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CITY OF HOPKINS
The graph below illustrates the retirement of debt (principal and interest) in years 2020 through 2036.
OUTSTANDING DEBT AND PURPOSE
2019B GO Refunding Bonds Refunding of 2009A and 2009B Bonds $ 2,015,000.00
2019A GO Improvement Bonds Street Improvements, City Hall & Utility Revenue $ 12,185,000
2018A GO Improvement Bonds Street Improvements $ 6,715,000
2018B GO Tax Abatement Bonds Parks and Water & Sewer Improvements $ 3,285,000
2017A GO Improvement Bonds Street Improvements $ 11,185,000
2017B GO Tax Abatement Bonds Parks and Water & Sewer Improvements $ 3,015,000
2016A GO Improvement Bonds Street Improvements $ 3,830,000
2016B GO Tax Abatement Parks and Municipal Parking Ramp $ 1,435,000
2016C GO Bonds Equipment Certificates & Water Revenue Bonds $ 2,310,000
2016D GO Tax Increment Revenue Refunding Bonds Refunding of 2009 HRA Tax Increment Revenue
Bonds $ 3,105,000
2015A GO Street Reconstruction Bonds Street Improvements $ 3,380,000
2015B GO Tax Abatement Cottageville Park and Parking Lot Improvements $ 2,580,000
2015C GO Tax Increment Revenue Refunding Bonds Refunding of 2008 HRA Tax Increment Revenue
Bonds $ 3,455,000
2015D GO Tax Increment Revenue Refunding Bonds Refunding of 2007 HRA Tax Increment Revenue
Bonds $ 6,030,000
2014A GO Improvement Bonds Street Improvements $ 1,440,000
2014B GO Refunding Bonds Refunding of 2007A and 2007B Bonds $ 2,975,000
2013A GO Improvement Bonds Street Improvements $ 2,545,000
2012A GO Capital Improvement Plan Bonds Police Station Expansion and Remodeling $ 730,000
2012B GO Bonds Street Improvements and Equipment Purchases $ 3,145,000
2010B GO Refunding Bonds County Road 3 Improvements Phase II (2002B),
Street Improvements (2002A), Sewer (2003A) $ 1,015,000
Total Outstanding Debt December 31, 2019 76,375,000$
Minnesota State law
limits the amount of G.O.
debt for any municipality
to 3% of market value,
estimated to be
$1,988,925,000 in 2019.
This limitation provides
reasonable assurance of
the municipality’s ability
to pay. The legal debt
limit for Hopkins is
$59,667,750;
outstanding debt being
paid solely from taxes is
$18,340,000 or 31% of
total debt limit allowed.
47
CITY OF HOPKINS
SCHEDULE OF DEBT SERVICE REQUIREMENTS – ALL FUNDS
Principal Interest Principal Interest Principal Interest Principal Interest
2020 1,060,000 311,318 455,000 108,550 595,000 222,926 3,335,000 1,686,232
2021 1,115,000 286,105 460,000 98,800 610,000 204,811 4,025,000 1,485,550
2022 1,165,000 259,378 465,000 88,350 625,000 186,031 4,115,000 1,357,744
2023 1,230,000 229,933 475,000 77,750 630,000 166,704 4,145,000 1,228,103
2024 1,090,000 201,013 490,000 66,875 555,000 148,146 3,240,000 1,103,738
2025 1,295,000 171,644 500,000 55,700 560,000 130,471 3,355,000 984,588
2026 1,350,000 139,844 515,000 44,225 580,000 113,746 3,320,000 861,833
2027 1,410,000 107,450 520,000 32,284 610,000 97,631 3,030,000 746,466
2028 1,470,000 72,744 535,000 19,506 620,000 80,570 3,140,000 639,129
2029 1,540,000 35,031 290,000 8,766 545,000 63,838 3,160,000 532,296
2030 555,000 7,631 150,000 2,343 425,000 49,300 3,260,000 422,065
2031 - - - - 435,000 36,600 3,370,000 316,508
2032 - - - - 370,000 24,900 3,145,000 221,413
2033 - - - - 380,000 13,650 2,740,000 134,475
2034 - - - - 265,000 3,975 1,665,000 67,908
2035 - - - - - - 1,200,000 24,260
2036 - - 190,000 3,040
13,280,000$ 1,822,089$ 4,855,000$ 603,149$ 7,805,000$ 1,543,299$ 50,435,000$ 11,815,348$
G.O BondsTax Increment Bonds Special Assmnt Bonds Revenue Bonds
Principal Interest
2020 5,445,000 2,329,026
2021 6,210,000 2,075,266
2022 6,370,000 1,891,503
2023 6,480,000 1,702,490
2024 5,375,000 1,519,772
2025 5,710,000 1,342,403
2026 5,765,000 1,159,648
2027 5,570,000 983,831
2028 5,765,000 811,949
2029 5,535,000 639,931
2030 4,390,000 481,339
2031 3,805,000 353,108
2032 3,515,000 246,313
2033 3,120,000 148,125
2034 1,930,000 71,883
2035 1,200,000 24,260
2036 190,000 3,040
76,375,000$ 15,783,885$
Total
An example of a recently completed
street reconstruction project.
48
CITY OF HOPKINS
The following is a schedule of the City’s debt by major and non-major funds. Debt Service Fund debt
includes, tax increment debt, special assessment debt, and capital projects debt. Enterprise Fund debt
consists of water, sewer, storm sewer debt and Pavilion. Water, sewer, storm sewer enterprise fund debt
are major funds, the Pavilion is a non-major fund.
SCHEDULE OF DEBT SERVICE REQUIREMENTS – MAJOR AND NON-MAJOR FUNDS
Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest
2019 209,319 79,860 123,451 39,840 122,230 22,313 20,000 1,400 535,000 158,913
2020 213,199 74,624 124,412 35,877 127,389 18,500 20,000 1,000 545,000 144,201
2021 227,079 67,996 130,373 31,601 127,549 15,414 20,000 600 565,000 128,511
2022 227,079 60,963 130,373 27,186 127,549 12,282 20,000 200 570,000 112,281
2023 240,959 53,830 141,333 22,621 132,708 8,928 - - 580,000 95,629
2024 244,839 46,391 142,294 17,868 47,867 6,687 - - 500,000 79,796
2025 249,839 38,698 147,294 21,976 47,867 (3,328) - - 510,000 64,896
2026 188,719 32,254 63,255 9,684 48,026 4,658 - - 370,000 52,696
2027 197,598 26,881 69,216 7,973 58,186 3,503 - - 395,000 42,956
2028 197,598 21,084 69,216 6,070 58,186 2,141 - - 395,000 32,495
2029 146,478 15,750 60,177 4,199 33,345 989 - - 315,000 22,588
2030 85,358 11,679 21,137 2,892 3,504 479 - - 185,000 15,100
2031 89,238 8,264 22,098 2,046 3,664 339 - - 190,000 9,675
2032 93,118 5,587 23,059 1,384 3,823 229 - - 120,000 5,400
2033 93,118 2,794 23,059 692 3,823 115 - - 120,000 1,800
2034 - - - - - - - - - -
2035 - - - - - - - - - -
2036 - - - - - - - - - -
2,703,538$ 546,655$ 1,290,746$ 231,908$ 945,716$ 93,250$ 80,000$ 3,200$ 5,895,000$ 966,937$
Water Fund Bonds Sewer Fund Bonds Storm Sewer Bonds Nonmajor Enterprise Total Enterprise Funds
Major Enterprise Fund Bonds
Principal Interest Principal Interest Principal Interest
2019 5,050,000 1,929,266 4,515,000 1,770,354 4,515,000 1,770,354
2020 5,745,000 1,733,296 5,200,000 1,589,095 5,200,000 1,589,095
2021 5,920,000 1,579,541 5,355,000 1,451,030 5,355,000 1,451,030
2022 5,750,000 1,426,918 5,180,000 1,314,637 5,180,000 1,314,637
2023 5,840,000 1,276,279 5,260,000 1,180,651 5,260,000 1,180,651
2024 4,745,000 1,134,257 4,245,000 1,054,461 4,245,000 1,054,461
2025 5,050,000 997,138 4,540,000 932,242 4,540,000 932,242
2026 5,060,000 854,428 4,690,000 801,732 4,690,000 801,732
2027 4,790,000 717,581 4,395,000 674,625 4,395,000 674,625
2028 4,945,000 581,598 4,550,000 549,103 4,550,000 549,103
2029 4,685,000 442,980 4,370,000 420,393 4,370,000 420,393
2030 3,510,000 318,990 3,325,000 303,890 3,325,000 303,890
2031 2,890,000 222,083 2,700,000 212,408 2,700,000 212,408
2032 2,575,000 143,113 2,455,000 137,713 2,455,000 137,713
2033 2,155,000 73,500 2,035,000 71,700 2,035,000 71,700
2034 945,000 26,508 945,000 26,508 945,000 26,508
2035 180,000 8,960 180,000 8,960 180,000 8,960
2036 190,000 3,040 190,000 3,040 190,000 3,040
70,025,000$ 13,469,477$ 64,130,000$ 12,502,540$ 64,130,000$ 12,502,540$
Debt Service Fund Bonds Total Debt Service FundTotal - All Funds
Non-Major Funds - Aggregate
49
CITY OF HOPKINS
Through the visioning process the City has discovered that there are many community needs that the City
of Hopkins must meet. The future debt capacity will allow the City to issue debt to provide for our
community’s needs and desires while keeping property taxes reasonable.
CAPITAL EXPENDITURES
Capital Improvement Plan
The Capital Improvement Plan (CIP) is a five-year schedule or plan for capital improvement expenditures
in excess of $10,000 and having a useful life of five or more years. The Capital Improvement Plan process
begins with departments editing and updating existing plans from previous years and adding or deleting
projects. Once this is completed, finance does an analysis of funding requirements and any related
prioritization is done by the city manager. The analysis includes a review of projected working capital
amounts available for the projects, any operating cost adjustments as a result of the improvement and the
impact of future funding needs is determined. The mayor and council then use the compiled information in
the CIP along with the results of public discussion, to determine which projects are to proceed and exactly
how they will be funded. Once the CIP is approved the projects for the following year are placed in the
appropriate budget. The complete CIP is posted on the city’s website and includes details of each project,
the funding sources and a city map showing the street projects for the next five years color coded by project
year.
Principal and interest payments for the City are projected to stay fairly level over the next
several years before dropping in 2024 and again in 2031.
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CITY OF HOPKINS
2020 Capital Improvement Projects
Building Improvements
The Hopkins Center for the Arts built in 1997 has been upgrading and enhancing the facility that is over 20
years old. The facility has four projects planned for 2020. The projects are to install a new key card system
and replace theater curtain, carpeting and fire panel. The 2020 projects will continue to enhance the facility
and be a noticeable improvement for all patrons at the facility.
The Activity Center, a facility for senior programming will be planning for a facility improvement project in
2021.
Hopkins City Hall was renovated in 2019. The project included lobby replacement, council chamber
equipment upgrade, city hall roof, city hall carpet and window replacement and cost approximately $4.8
million. There are not projects scheduled in 2020.
The Pavilion Ice Arena built in 1990 completed a $5.7 million renovation in 2018. The pavilion now has a
environmental friendly refrigeration plan, expanded locker rooms, shower rooms, expanded lobby and floor
improvements. There are two small projects to replace lighting and a sound system in 2020.
The Public Safety division will replace garage doors at the fire hall and carpeting in the police department.
Parks – The Park Capital fund will make plans for improvements at the Minnehaha Creek Overlook, install
a picnic shelter at Valley Park and prepare for lighting, landscaping and sign upgrades at Downtown Park.
Shady Oak Beach, a facility shared with the City of Minnetonka will get water play inflatable amenities. The
City of Hopkin’s share of project cost is 33%.
Pedestrian and Bike Trail Improvements – The City recently adopted a plan to increase pedestrian and
bicycle access and safety. As part of that plan a number of bike lanes will be painted along with constructing
trails and sidewalks. There are no operational or budgetary savings from this project but is done as the
City’s commitment to healthy living for Hopkins area residents.
Street & Pavement Management – A funding and implementation plan for repair and maintenance of
Hopkins roadways exists. Needs are identified and funded through State Aids, special assessments,
utilities, tax increments and annual levies. This program identifies the most opportune time to repair streets.
In 2020 the City anticipates spending approximately $8,940,000 on street improvements that also include
water, sewer and storm sewer infrastructure improvements. The largest projects is first half of the
2020/2021 street reconstruction project at $8.6 million. Also scheduled are street sign replacements of aged
regulatory and warning signs. A proactive pavement management and infrastructure improvement program
aids in keeping public works maintenance costs to a reasonable level and as a result of the city’s program,
maintenance costs have remained relatively stable over the last five years. Planned street reconstruction
costs will annually save the city an estimated $25,000 in sealcoating and crack seal expenses.
Utilities – Included in the CIP for 2020 is sewer lining, annual storm drainage maintenance in the form of
concrete alley repairs, along with upgrade of water, sewer and storm sewer lines done in conjunction with
residential street improvements. Operational impacts are reduced maintenance costs within the utility funds
estimated at $5,000-10,000 annually.
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CITY OF HOPKINS
CAPITAL IMPROVEMENT PROJECTS FOR 2020
The projects described above and on the previous page are planned for 2020. The complete Capital
Improvement Plan (CIP) is five years. Both of the CIP and Equipment Replacement Plan (ERP) described
on the following page assist the City with budgeting.
Project Title Investment Project Description
Activity Center $10,000 Facility Improvements
Arts Center $80,000 Theater Curtains
Arts Center $22,000 Carpeting
Arts Center $30,000 Fire Panel
Arts Center $20,000 Key Card Exterior & Interior Access
Pavilion Ice Arena $90,000 Indoor Turf System Replacement
Pavilion Ice Arena $12,000 Arena Lighting Replacement
Pavilion Ice Arena $89,000 Pavilion/Central Park Sound System
Fire $24,000 Garage Door Openers
Police $73,250 Replace Carpet
Parks - Blake Rd/Lake St $60,000 Improvements to area ajacent to Minnehaha Creek
Parks - Valley Park $60,000 Picnic Shelter
Parks - Downtown Park $40,000 Lighting, Landscaping & Signage Upgrades
Residential Street Improvements $8,570,000 2020 Residential Street Improvement Project
Pedestrian & Bike Improvements $25,000 Painting Bike Lanes, Constructing Trails and Sidewalks
Central Business District Lighting $100,000 Various LED Lighting Upgrades
City Street Lighting Upgrades $110,000 Lighting Upgrades at Feltl Ct
Hopkins Crossroads (CSAH 73)
Trails
$100,000 Construct off-road tail from Minnetonka Blvd to Manitoba Rd
Street Overlay Improvements $350,000 Various streets as identified in the street management plan
Street Sign Management $20,000 Replace Aged Regulatory and Warning Signs
Transportation $800,000 Enhancements to 3 Light Rail Transit Stations
Public Works Utilities $23,000 Storm Drainage System Maintenance
Public Works Utilities $50,000 Sewer Lining
Recreation $85,000 Shady Oak Beach Improvements
TOTAL $10,843,250
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CITY OF HOPKINS
Equipment Replacement Plan
2020 Equipment Replacement
In addition to the CIP, the City also completes an Equipment Replacement Plan (ERP). The ERP is a
twenty-year forecast and a five-year plan of equipment needs within the City. In is intended to inform the
Council and citizens of the major equipment needs on the horizon. The first year of the plan becomes an
adopted equipment budget and relates to the operating budget of the equipment replacement fund, which
is approved on an annual basis. The remaining nineteen years represent an estimate of equipment needs
and funding capabilities of the City. Funding requirements vary from year to year. In order to maintain a
fairly consistent levy each year, the twenty-year schedule is projected with a 3% inflation factor for operating
expenses and a yearly average dollar capital expenditure of $1.2 million. Revenues for the ERP are derived
from tax levy and charges to the departments that use the equipment and are based on the equipment
needs of the various departments over the twenty-year period.
The following items are in the 2020 ERP and have been approved for purchase in 2020.
Project Title Investment Project Description
Technology Upgrades $22,000 City Hall Network Server
Technology Upgrades $31,500 Com puters
Technology Upgrades $50,000 Distribution Network Services
Technology Upgrades $66,000 Backup Server
Technology Upgrades $22,000 Office 365 Upgrade
Technology Upgrades $10,000 Patching Automation Software
Technology Upgrades $21,000 Windows 10 Enterprise Upgrade
Technology Upgrades $22,000 Police Network Server
Fire $29,000 Extrication Tool (2)
Police Patrol Vehicles $107,400 Marked Patrol Vehicles (7)
Technology Upgrades $10,000 Police Video Data Server
Public Works: Equipment Services $35,000 4x4 3/4 Ton Truck with Service Body
Public Works: Parks/Forestry $85,200 4x4 3/4 Ton Trucks (2)
Public Works: Parks/Forestry $13,900 Riding Mowers (2)
Public Works: Parks/Forestry $96,000 Large Turf Mower
Public Works: Streets/Traffic $170,000 Wheel Loader
TOTAL $791,000
53
CITY OF HOPKINS
2020 Other Budgeted Capital Expenditures
Along with the Capital Improvement and Equipment Replacement Plans the city has the following capital
items budgeted in the operating budgets of the General Fund. The first year an item is requested it must
be funded within the department making the request. Once the item has been funded it will be placed in
the ERP for future replacement. All construction related capital items are always placed in the CIP
regardless of the funding source. Items with a value of $5,000 or greater are defined as capital
expenditures within the General Fund. Items with a value of $5,000 or more will be placed in the ERP for
future replacement once funded by the department making the request. The exception is capital items in
the Chemical Assessment Team Special Revenue Fund, which is fully funded by State of Minnesota
HazMat grant dollars.
The following capital items have been budgeted in the General and Special Revenue Funds for 2018.
Total budgeted capital items from all funding sources totals $11,652,800 for 2020.
PROJECT TITLE
General Fund
Activity Center $2,000
Inspections $4,850
Engineering $3,000
Fire Department $8,700
TOTAL $18,550
Weightlifting Equipment
Computer Equipment
Computer Equipment
Computer Equipment
Items in the City’s Equipment Replacement Plan include a jet
vactor used by the sewer department and a telesquirt fire truck.
54
CITY OF HOPKINS
GENERAL FUND BUDGET PROJECTIONS
General Fund
Property tax revenue is the amount needed to fill the gap between budgeted revenues and appropriations.
The average increase in levy for the general fund for years 2020 through 2024 is projected to be 6.43%,
however City Council will continue to review these projections throughout the year. This projection reflects
an appropriation increase of 6.60%% for 2020 and an average increase for years 2020-2024 of 5.47%.
The actual amount for any particular year may be reduced through appropriation cuts or new revenue
sources. The city’s reliance on support from the state has significantly decreased over the years as the
state faced its budget challenges and reduced local support. At one time taxes were less than 70% of total
revenues. They now comprise 82%. The city now uses a conservative estimate for state support while
budgeting.
Tax base growth is used as a guide in keeping the property tax increase to a reasonable level. Due to
recent economic development Hopkins saw taxable market value increase by 10.5% in the current tax year.
The city continues to work with developers on several redevelopment projects that will contribute to the
increase in the tax base despite what current market trends indicate. Therefore Hopkins tax base will most
likely see an overall increase in the next few years.
Franchise fees – The City implemented an electric and gas utility franchise fee in 2004 to help offset the
amount of tax levy needed to fund general operations. The franchise fee has an optional sunset clause
after two years but has been renewed for two additional years in 2007, 2009, 2011 and for five years in
2013 and 2018. The franchise fee is set to expire December 31, 2023 and staff most likely will recommend
its renewal as this source of income has become an important component of the budget.
Approved
2019 2020 2021 2022 2023 2024
Budget Budget Budget Budget Budget Budget
Current Revenues
Property Tax 11,821,624$ 12,564,305$ 13,888,484$ 14,860,857$ 15,715,024$ 16,123,536$
Intergovernmental Revenues 1,167,129 1,352,946 1,324,180 1,330,422 1,336,726 1,143,093
License, Permits and Fines 745,315 784,065 791,906 799,825 807,823 815,901
Charges for Current Services 250,760 251,050 253,561 256,096 258,657 261,244
Other Revenue 135,650 119,350 120,394 121,447 122,512 123,587
Franchise Fee 290,000 290,000 290,000 290,000 290,000 290,000
Total Revenues 14,410,478 15,361,716 16,668,525 17,658,647 18,530,742 18,757,361
Current Expenses
Salaries and Employee Benefits 10,819,283 11,575,233 12,715,713 13,556,572 14,273,616 14,410,074
Materials, Supplies and Services 3,498,095 3,747,933 3,897,850 4,053,764 4,215,915 4,300,233
Capital outlay 73,100 18,550 50,000 50,000 50,000 50,000
Transfer Out 20,000 20,000 20,000 20,000 20,000 20,000
Total Expenditures 14,410,478 15,361,716 16,683,563 17,680,336 18,559,531 18,780,307
Change in Fund Balance - - (15,038) (21,689) (28,789) (22,946)
Fund Balance 5,852,287$ 5,852,287$ 5,837,249$ 5,815,560$ 5,786,771$ 5,763,825$
Projected
55
CITY OF HOPKINS
Intergovernmental revenue received by the City include police and fire aid, which is used to offset pension
costs of the police and fire departments and municipal state aid for streets. The City of Hopkins receives
less than 9% of its budget from state grants and programs. The revenue we do receive is derived from
fees on services to the public – police & fire aid is from fees on insurance policies purchased by individuals
and companies, municipal state aid is derived from gas tax. Both these sources remain stable. The State
of Minnesota will also provide Hopkins with about $735,000 in Local Government Aid. This funding source
was eliminated in by Minnesota from 2004 to 2013, it was reinstated in 2014 and saw sizeable increase
between 2019 and 2020.
Licenses, permits and fines include building permits are dependent on new construction and remodeling
projects. Based on projected new construction projects, historical information and economic conditions
revenues are expected to increase slightly from the 2019 to 2020 budget with revenues continuing to show
small increases in the following years as. Fine revenue continues to be stable. Unless a developer’s
commercial project has funding it is the City’s practice to not budget for those amounts.
Various programs throughout the City generate charges for services and a significant portion of this line
item is plan review, housing inspection fees and vacant property registrations. Charges are usually
increased by an inflationary rate but due to timing of projected development and the resulting plan review
fees we expect to see a slight increase for the 2020 budget. Future projections are to forecast an increase
of 1% annually.
The general fund, which accounts for one third of the City's operating expenses, has a revenue budget of
$15,361,716 and an appropriation budget of the same. The increase in appropriations over 2019 is
$951,238 or 6.60%. The budget was prepared with the intention of meeting the budget goals, while assuring
efficiency and effectiveness in all positions.
For 2020, a 1.16 FTE reduction to staffing due to position changes within the Police Department; a 3% cost
of living increase for all employee groups; step increases for eligible employees; and 30% cost sharing of
a Joint Community Police Partnership which was previously funded 100% by Hennepin County, and other
general departmental expenses. Other budget considerations for 2020 are the cost of employee health
insurance, equipment charges, legal services and normal inflationary increases. The council attempts to
balance maintaining the current level of services while meeting the increasing needs of the public.
An emphasis remained on holding the line on the cost of current government services, while recognizing
the increased cost of providing those services. Departments were requested to provide financial
information by programs within a department and the council spent considerable time reviewing that
information before adopting the budget.
The council and staff implemented a long-rage financial management plan for 2014 that provides funding
for future needs. The plan includes staffing, operational and capital needs and sets forth funding
mechanism to meet those expenditures. This plan played a key role in developing the 2020 budget for all
city funds. Staff also continues to explore ways to contain costs and develop new revenue sources so that
we can maintain the quality of life Hopkins residents have come to expect.
56
CITY OF HOPKINS
The chart above shows the 2019 approved budget and projected budgets from 2020
through 2024.
The general fund tax levy rises in proportion to general fund expenditures. Currently
Hopkins relies on its property taxes as its major source of revenue. In fact property
taxes account for 82% of General Fund revenues.
57
CITY OF HOPKINS
General Fund Appropriation Budget Comparisons – By Department
2020 Mayor & Council
Alan Beck, Rick Brausen, Mayor Jason Gadd, Kristi Halverson, Brian Hunke
Budget
2017 2018 2019 2020
Actual Actual Budget Budget Change
Council $ 87,385 $ 109,970 $ 96,132 $ 97,630 $ 1,498 1.56%
Administrative Services 661,048 706,736 756,693 855,056 98,363 13.00%
Finance 373,600 317,016 351,173 400,476 49,303 14.04%
Legal 247,785 279,372 175,000 175,000 -0.00%
Municipal Building 393,089 360,502 392,396 398,472 6,076 1.55%
Community Services 1,061,787 1,151,122 1,269,400 1,329,162 59,762 4.71%
Police 5,218,315 5,492,397 5,609,104 5,977,172 368,068 6.56%
Fire 1,055,895 1,433,909 1,399,178 1,483,100 83,922 6.00%
Public Works 2,941,661 2,849,193 3,221,137 3,442,841 221,704 6.88%
Recreation 656,129 671,030 732,695 783,082 50,387 6.88%
Planning & Economic Dev. 201,578 234,710 217,372 222,370 4,998 2.30%
Community Development 95,856 92,769 101,498 108,155 6,657 6.56%
Unallocated 1,107 27,926 88,700 89,200 500 0.56%
TOTAL $12,995,235 $13,726,652 $14,410,478 $15,361,716 $ 951,238 6.60%
$ Amount Change
58
CITY OF HOPKINS
Budget Projections – Other Major Funds
The City also prepares budget projections for its budgeted major funds which include the following:
Special Revenue Funds – Economic Development, Arts Center
Enterprise Funds – Water, Sewer, Storm Sewer
The main source of revenue for the Economic Development Fund is a special development tax levy based
on a percentage of the market value. Hopkins market value has increased each year since 2011 allowing
Hopkins to increase this levy in each of those years. Funds are used for development efforts by the City
and to provide assistance to developers. Intergovernmental revenues in the form of grants from the County
or Metropolitan Council and are applied for when there are specific needs by a developer for site
remediation in order to make a project viable. In the past the City has been successful at obtaining these
grants on behalf of developers which has assisted in a number of recent projects which in turn adds to the
tax base.
Economic Development Fund
Approved
2019 2020 2021 2022 2023 2024
Budget Budget Budget Budget Budget Budget
Current Revenues
Property Tax 350,154$ 442,951$ 451,810$ 460,846$ 470,063$ 479,464$
Intergovernmental Revenues - - - - - -
Other Revenue 45,000 25,000 25,000 25,000 25,000 25,000
Total Revenues 395,154 467,951 476,810 485,846 495,063 504,464
Current Expenses
Salaries and Employee Benefits 223,831 174,773 181,764 187,217 192,833 198,618
Materials, Supplies and Services 166,688 181,965 283,785 186,622 288,489 191,374
Transfers Out - 30,000 30,000 30,000 30,000 30,000
Total Expenditures 390,519 386,738 495,549 403,839 511,322 419,992
Change in Fund Balance 4,635 81,213 (18,739) 82,007 (16,259) 84,472
Fund Balance 3,201,557$ 3,282,770$ 3,264,031$ 3,346,038$ 3,329,779$ 3,414,252$
Projected
New development located near the future Blake Road light rail transit station.
59
CITY OF HOPKINS
The Hopkins Center for the Arts “Arts Center” was built in 1997 with funds from the City, the State of
Minnesota as well as contributions from corporations, foundations, local civic organizations, businesses
and individuals. The Arts Center is owned by the City of Hopkins and has a major tenant in Stages Theater
Company (children’s theater) and Hopkins School District 270. While ticket sales and lease rent provide
a significant income stream it has not always been sufficient to meet expenditures and as a result the fund
has a large deficit. Over the last five years various changes in operations has resulted in some success at
reducing the deficit, however it has not been sufficient to totally eliminate the negative position. As part of
the City’s long-range financial management plan staff and council emphasized that the negative position
must be eliminated. As a result the City implemented a tax levy for 2015 that will keep the fund from
increasing the deficit. The City is considering many options to eliminate the deficit including donations,
naming rights, tax levy support or transfers from other funds. In addition, Arts Center staff has been
reorganized and additional efforts have been made to rent and lease the various available spaces to the
extent possible. Arts staff has also been successful at obtaining grants for programming from the MN Arts
Boards which help underwrite the cost of hiring performance artists. Expenditures are expected to increase
3.75% a year to keep up with inflation. In addition to operational expenditures the Arts Center due to its age
has several capital needs over the
next couple of years that add to its
budget challenges. The Arts Center
has a partner in their fund raising
efforts through the Friends of the
Hopkins Center for the Arts, a
501(c)3 nonprofit that raises funds
to support arts programming at the
Center, coordinates volunteer
efforts and fosters public awareness
of the Center.
Arts Center Approved
2019 2020 2021 2022 2023 2024
Budget Budget Budget Budget Budget Budget
Current Revenues
Property Tax 257,500$ 325,225$ 333,182$ 341,377$ 349,819$ 358,513$
Intergovernmental Revenues 35,000 87,000 87,870 88,749 89,636 90,533
Charges for Current Services 558,462 622,911 629,140 635,432 641,786 648,204
Other Revenue 50,700 80,000 80,800 81,608 82,424 83,248
Transfers In 86,920 70,700 80,000 80,000 80,000 80,000
Total Revenues 988,582 1,185,836 1,210,992 1,227,165 1,243,665 1,260,498
Current Expenses
Salaries and Employee Benefits 459,170 524,917 544,601 565,024 586,212 608,195
Materials, Supplies and Services 423,569 494,219 512,752 531,980 551,930 572,627
Capital Outlay 122,850 106,700 57,000 20,000 150,000 -
Total Expenditures 1,005,589 1,125,836 1,114,354 1,117,004 1,288,142 1,180,822
Change in Fund Balance (17,007) 60,000 96,638 110,161 (44,477) 79,675
Fund Balance (1,248,098)$ (1,188,098)$ (1,091,460)$ (981,299)$ (1,025,776)$ (946,101)$
Projected
60
CITY OF HOPKINS
Water utility rates were increased by approximately 9.0% in 2020 to continue to cover capital and
replacement costs. Consumption estimates were decreased for the 2020 budget and revenue is only
expected to increase by 5.1%. Operating costs are projected to increase by approximately 2.45% on
average over the next 4 years. Budgeted transfers are for the water funds share of street improvement
projects.
Sewer treatment costs to the Metropolitan Council, a regional sewer treatment system are 55% of the
expenditures of the sewer fund. The Met Council charges municipalities a percentage of their annual
budget based on individual cities water flow. This charge can fluctuate based on water used in Hopkins
versus the entire region although our percentage has stayed constant the last few years. The variable
factor is the Met Council budget. Sanitary sewer charges to customers were increased by 4.1% in 2020
to continue to pay for capital and replacement costs. Consumption estimates were decreased in the 2020
budget and revenue is expected to decrease by 2.1%. Budgeted transfers are for the sewer funds share of
street improvement projects.
Water Fund Approved
2019 2020 2021 2022 2023 2024
Budget Budget Budget Budget Budget Budget
Current Revenues
Utility Charges 2,008,556$ 2,111,004$ 2,258,774$ 2,416,888$ 2,586,071$ 2,767,096$
Other Revenue 160,000 145,000 147,900$ 150,858$ 153,875$ 156,953$
Total Revenues 2,168,556 2,256,004 2,406,674 2,567,746 2,739,946 2,924,048
Current Expenses
Salaries and Employee Benefits 430,711 527,890 549,006 565,476 582,440 599,913
Materials, Supplies and Services 1,102,245 1,026,770 1,067,841 1,110,554 1,143,871 1,178,187
Depreciation 325,000 325,000 325,000 325,000 325,000 325,000
Debt Service Payments 78,100 78,100 78,500 70,500 62,500 54,000
Transfer Out 232,500 277,339 299,042 305,022 305,022 305,022
Total Expenditures 2,168,556 2,235,099 2,319,388 2,376,552 2,418,833 2,462,122
Net Income - 20,905 87,286 191,194 321,113 461,926
Projected
Sewer Fund Approved
2019 2020 2021 2022 2023 2024
Budget Budget Budget Budget Budget Budget
Current Revenues
Utility Charges 3,119,032$ 3,052,340$ 3,204,957$ 3,365,205$ 3,533,465$ 3,710,138$
Other Revenue - - 1,200 1,200 1,200 1,200
Total Revenues 3,119,032 3,052,340 3,206,157 3,366,405 3,534,665 3,711,338
Current Expenses
Salaries and Employee Benefits 358,223 287,673 299,180 308,155 317,400 326,922
Materials, Supplies and Services 2,233,420 2,102,297 2,186,389 2,273,844 2,342,060 2,412,322
Depreciation 215,000 310,000 215,000 215,000 215,000 215,000
Debt Service Payments 61,750 73,621 44,500 41,000 37,500 33,950
Transfer Out 198,750 252,150 255,632 260,475 260,475 260,475
Total Expenditures 3,067,143 3,025,741 3,000,701 3,098,475 3,172,435 3,248,669
Net Income 51,889 26,599 205,456 267,930 362,230 462,670
Projected
61
CITY OF HOPKINS
The storm sewer fund has not had to raise rates since 2009 due to its strong financial position and there
are currently no plans to raise them in the near future. Expenditures continue to be stable with no significant
maintenance projects planned for 2020. Budgeted transfers are for the storm sewer funds share street
improvement projects.
The Hopkins Pavilion is an arena used year-round for a multitude of activities including ice skating,
broomball, soccer, lacrosse, inline skating, rugby and other community or private events. Charges for
services are the largest revenue source and come primarily from ice rental. The facility was renovated in
2018 with funds from the City, local school district and a local youth hockey organization. The City’s
property tax levy is being used to pay the debt service for its contribution. Operating costs are projected to
increase by approximately 1.15% on average over the next 4 years.
Storm Sewer Fund Approved
2019 2020 2021 2022 2023 2024
Budget Budget Budget Budget Budget Budget
Current Revenues
Utility Charges 785,332$ 785,332$ 785,332$ 785,332$ 785,332$ 785,332$
Other Revenue 8,200 8,200 8,200 8,200 8,200 8,200
Total Revenues 793,532 793,532 793,532 793,532 793,532 793,532
Current Expenses
Salaries and Employee Benefits 69,640 75,604 78,628 80,987 83,417 85,919
Materials, Supplies and Services 40,000 40,100 41,704 43,372 44,673 46,014
Depreciation 276,000 275,000 275,000 275,000 275,000 275,000
Debt Service Payments 56,300 56,300 127,400 127,400 132,550 47,700
Transfer Out 164,000 174,940 210,937 215,156 215,156 215,156
Total Expenditures 605,940 621,944 733,669 741,915 750,796 669,789
Net Income 187,592 171,588 59,863 51,617 42,736 123,743
Projected
Pavilion Fund
Approved
2019 2020 2021 2022 2023 2024
Budget Budget Budget Budget Budget Budget
Current Revenues
Property Tax 40,383$ 290,000$ 300,000$ 300,000$ 300,000$ 300,000$
Charges for Current Services 472,000 477,000 481,770 486,588 491,454 496,368
Other Revenue 7,000 4,500 4,500 4,500 4,500 4,500
Total Revenues 519,383 771,500 786,270 791,088 795,954 800,868
Current Expenses
Salaries and Employee Benefits 331,470 346,452 360,310 371,119 382,253 393,721
Materials, Supplies and Services 150,676 155,783 157,341 158,914 160,503 162,108
Depreciation 100,000 100,000 100,000 100,000 100,000 100,000
Debt Service Payments 53,371 100,021 96,925 91,200 85,250 79,275
Total Expenditures 635,517 702,256 714,576 721,234 728,006 735,104
Net Income (116,134) 69,244 71,694 69,854 67,947 65,764
Projected
62
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Property Taxes $10,082,136 $10,537,230 $11,781,624 $12,564,305 6.64%
Intergovernmental Revenue 444,405 569,529 577,129 734,946 27.35%
Interest earnings 28,282 (2,620)15,000 15,000
Franchise Fees 309,729 313,571 290,000 296,200 2.14%
Miscellaneous 21,700 8,250 250 250
10,886,252 11,425,960 12,664,003 13,610,701 7.48%
Expenditures
Materials, Supplies and Services
Operations (13,894)12,701 68,700 69,200 0.73%
Operating Transfers
Transfer from other funds - - - -
Transfer to other funds 15,000 15,000 20,000 20,000
1,106 27,701 88,700 89,200 0.56%
Indirectly Funded Amount 10,885,146 11,398,259 12,575,303 13,521,501 7.52%
UNALLOCATED
Revenues and Expenditures
63
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Unallocated
PROGRAM SUMMARY
The purpose of the unallocated program of the General Fund is to provide budget for unforeseen or unusual
expenditures that may occur in a given year. The revenues recorded here are revenues that are not directly
associated with another program within the city.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Monitor tax collections
2. Evaluate franchise fee structure
3. Maximize investment earnings
Property Taxes
Intergovernmental
Franchise Fees
Interest Earnings
MIscellaneous
2020 Budgeted
General Fund Revenues
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Property Taxes $ 11,781,624 $ 12,564,305 6.64%
Intergovernmental 577,129 734,946 27.35%
Interest Earnings 15,000 15,000 0.00%
Franchise Fee 290,000 290,000 0.00%
Miscellaneous 250 250 0.00%
Total Revenues 12,664,003 13,604,501 7.43%
EXPENDITURES:
Other Services & Charges 68,700 69,200 0.73%
Operating Transfer 20,000 20,000 0.00%
Total Expenditures 88,700 89,200 0.56%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 12,575,303 $ 13,515,301 7.47%
64
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Expenditures
Salaries, Wages and Benefits
Salaries and Wages 35,152 38,442 38,860 39,639 2.00%
Fringe Benefits 2,769 3,751 3,339 3,033 -9.16%
Materials, Supplies and Services
Professional & Technical Services 5 1,520 1,000 1,000
Operations 45,228 54,998 46,320 50,012 7.97%
Supplies and Materials 4,489 11,261 6,613 3,946 -40.33%
Total Expenditures 87,643 109,971 96,132 97,630 1.56%
Indirectly Funded Amount 87,643 109,971 96,132 97,630 1.56%
The City Council Department accounts for the expenses of the
mayor and council.
Revenues and Expenditures
CITY COUNCIL BUDGET
65
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Council Administration
PROGRAM SUMMARY
The Council Administration program of the Council Department establishes city policies, goals and objectives. It
approves the budget and monitors the activities of the City Manager and City Attorney. The council also appoints
members to boards and commissions. The City Council holds regular meetings and work sessions, receives input
from staff, citizens and other interested parties. The Council controls policy through changes in the City Code and
Legislative Policies. They control spending through their review nd approval of the City budget and various
contracts.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
Work across all city departments and the community to implement the current Goals and Strategic Plan: (1)
Preserve the Home Town Feel of Hopkins, (2) Urban Design: Do It Right, and (3) Take it to Them (community
engagement)
1. Promote city marketing efforts through the “Think Hopkins” campaign
2. Conduct 2020 Citizen’s Academy and Alumni event
3. Publish 2019/20 City Annual Report
4. Conduct 2020 State of the City event
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
EXPENDITURES:
Personnel Services 41,833$ 42,672$ 2.01%
Other Services & Charges 54,299 54,958 1.21%
96,132$ 97,630$
NET TAX AND GENERAL
REVENUE SUPPORTED 96,132$ 97,630$ 1.56%
PERSONNEL:
Number of FTE positions
66
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Expenditures
Salaries, Wages and Benefits
Salaries and Wages $ 450,915 $ 500,126 $ 495,724 $ 573,408 15.67%
Fringe Benefits 135,580 148,900 169,587 205,090 20.93%
Materials, Supplies and Services
Professional & Technical Services 62,878 33,228 29,500 36,450 23.56%
Utilities and Maintenance 14,644 13,187 17,156 18,213 6.16%
Operations 91,805 103,175 134,837 155,766 15.52%
City Support Services 2,251 2,571 2,754 2,975 8.02%
Supplies and Materials 11,972 9,549 11,135 12,000 7.77%
Total Expenditures 770,045 810,736 860,693 1,003,902 16.64%
Reimbursed Expenditures (104,000) (104,000) (104,000) (148,845) 43.12%
Net Total Expenditures 666,045 706,736 756,693 855,057 13.00%
Indirectly Funded Amount 666,045 706,736 756,693 855,057 13.00%
The Administrative Services Department is made up of four programs. They are
Administration, Personnel, Wellness and Information Technology Services
ADMINISTRATIVE SERVICES BUDGET
Revenues and Expenditures
67
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Administrative Services – Administration
PROGRAM SUMMARY
The Administration program of the Administrative Services Department provides leadership and support to all city
programs and operations. Administration controls and directs the City’s affairs. It responds to citizen concerns and
participates in affiliated organizations.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Encourage innovative, creative thinking and inform the City Council and community of new programs and
activities.
2. Develop leadership team to ensure the city’s long term viability through an engaged and empowered workforce.
3. Continue to operate and enhance the employee engagement & wellness program.
4. Increase ways for community engagement.
5. Prepare a legislative agenda, monitor legislative issues, and lobby on issues affecting the City
PROGRAM: Administrative Services – Personnel
PROGRAM SUMMARY
Personnel provides human resource support for departments and employees. This includes coordination of staff
recruitment, coordination of employee benefit programs and conducting employee relations’ activities for all City
employees. Another aspect of this program is ensuring compliance with state, federal and local laws regarding
employment.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Successfully negotiate union contracts beginning on 1/1/2021
2. Successfully engage new employees.
3. Assist the City Manager with staff development opportunities.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
EXPENDITURES:
Personnel Services 244,043$ 327,464$ 34.18%
Other Services & Charges 36,410 43,345 19.05%
Reimbursed Expenditures (66,000) (66,000) 0.00%
$ 214,453 $ 304,809
NET TAX AND GENERAL
REVENUE SUPPORTED $ 214,453 $ 304,809 42.13%
PERSONNEL:
Number of FTE positions 1.55 1.55
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
EXPENDITURES:
Personnel Services $ 60,670 $ 65,067 7.25%
Other Services & Charges 16,784 20,547 22.42%
Reimbursed Expenditures (16,000) (16,000) 0.00%
$ 61,454 $ 69,614
NET TAX AND GENERAL
REVENUE SUPPORTED $ 61,454 $ 69,614 13.28%
PERSONNEL:
Number of FTE positions 0.4 0.4
68
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Administrative Services – Wellness
PROGRAM SUMMARY
The Wellness program of the Administrative Services Department provides support and activities to encourage overall
general good health of city employees.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
Goal 2, Strategy 3 – Healthy City Initiatives:
1. Continue to provide healthy guidance to employees.
2. Provide at least one low cost wellness event six times a year.
PROGRAM: Administrative Services - Information Services
PROGRAM SUMMARY
The Information Services program of the Administrative Services Department provides all network hardware and
software support for the City. It also provides individual city employees with hardware and software support. The
internal web site is designed and maintained through this program.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Implement Web Based E-mail
2. Implement new backup servers.
3. Improve event log storage and correlation.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
EXPENDITURES:
Other Services & Charges 2,750 2,950 7.27%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 2,750 $ 2,950 7.27%
PERSONNEL:
Number of FTE positions 0 0
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
EXPENDITURES:
Personnel Services $ 360,598 $ 385,969 7.04%
Other Services & Charges 139,438 158,560 13.71%
Reimbursed Expenditures (22,000) (66,845) 203.84%
$ 478,036 $ 477,684
NET TAX AND GENERAL
REVENUE SUPPORTED $ 478,036 $ 477,684 -0.07%
PERSONNEL:
Number of FTE positions 3.1 3.1
69
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Miscellaneous $ 95,515 $ 8,955 $ 14,850 $ 6,700 -54.88%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages 380,382 311,020 340,689 360,532 5.82%
Fringe Benefits 61,309 102,378 115,824 129,533 11.84%
Materials, Supplies and Services
Professional & Technical Services 115,234 88,777 51,810 77,750 50.07%
Utilities and Maintenance 238 259 23,150 12,150 -47.52%
Operations 15,551 14,143 20,555 24,350 18.46%
City Support Services 1,632 1,875 2,003 2,119 5.79%
Supplies and Materials 6,000 5,938 8,200 5,100 -37.80%
Capital Outlay
Equipment Allocation - - - -
Total Expenditures 580,346 524,390 562,231 611,534 8.77%
Reimbursed Expenditures (212,470) (211,058) (211,058) (211,058)
Net Total Expenditures 367,876 313,332 351,173 400,476 14.04%
Indirectly Funded Amount 272,361 304,377 336,323 393,776 17.08%
The Finance department consists of six programs. They are Debt Management,
General Accounting, Payroll, Tax Increment Financing Administration and Utility Billing.
FINANCE BUDGET
Revenues and Expenditures
70
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Finance – Debt
PROGRAM SUMMARY
The Debt program of the Finance Department issues, records and maintains debt for the City of Hopkins and the
Hopkins Housing and Redevelopment Authority. Debt is issued in accordance with state statute and city charter.
Debt is maintained at a manageable level for the city.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Maintain the current bond rating of AA+ through conservative financial management and accurate reporting of
financial and economic conditions of the city.
2. Project future debt needs and ability.
3. Prepare documents and work with financial advisors for 2020 bond issue.
4. Analyze possibilities of debt refunding(s).
5. Prepare annual debt reporting for county as required by state statutes
In January 2014 the City was
upgraded to a AA+ credit rating
by Standard & Poor’s. A
certificate recognizing this
achievement was presented to the
City by the City’s financial
advisors. The AA+ rating was
reaffirmed for each of the bond
issues sold in 2019.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
EXPENDITURES:
Personnel Services $ 14,299 $ 15,215 6.41%
Other Services & Charges 1,538 1,741 13.20%
Reimbursed Expenditures (15,118) (15,118) 0.00%
$ 719 $ 1,838
NET TAX AND GENERAL
REVENUE SUPPORTED $ 719 $ 1,838 155.63%
PERSONNEL:
Number of FTE positions 0.1 0.1
71
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Finance – Accounting
PROGRAM SUMMARY
The Accounting program of the Finance Department provides financial management for the City and the Housing
and Redevelopment Authority. It provides support services to other departments in the City through initiating fiscal
plans, implementation and control of those plans, accounting and analysis of transactions. Accounting manages the
city’s day-to-day accounting transactions, including accounts receivable, accounts payable, cash receipts and
general accounting. The program prepares monthly and quarterly financial statements and compiles the year-end
comprehensive financial report.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN
2020:
1. Submit CAFR for the GFOA award program.
2. Provide accurate and timely quarterly financial
reports.
3. Update the Financial Management Plan
4. Prepare 5-year Capital Improvement Plan.
5. Prepare 20-year Equipment Replacement Plan
6. Update CAFR on city website.
PROGRAM: Finance – Payroll
PROGRAM SUMMARY
The Payroll program of the Finance Department completes the biweekly payroll, maintains all payroll records and
completes the payroll quarterly reports. It also provides support services to employees regarding payroll issues.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Assist employees with payroll and benefit issues/questions.
2. Provide accurate and timely payroll and reports.
3. Work with insurance company to manage insurance programs.
4. Prepare benefit open enrollment information and assist employees with questions regarding their benefit
options.
5. Provide employee benefit orientations for new hires
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Miscellaneous $ 5,850 $ 1,700 -70.94%
EXPENDITURES:
Personnel Services $ 226,692 $ 244,144 7.70%
Other Services & Charges 66,200 55,859 -15.62%
Reimbursed Expenditures (64,000) (64,000) 0.00%
$ 228,892 $ 236,003 3.11%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 223,042 $ 234,303 5.05%
PERSONNEL:
Number of FTE positions 1.95 1.95
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
EXPENDITURES:
Personnel Services $ 118,623 $ 124,041 4.57%
Other Services & Charges 6,287 6,808 8.29%
Reimbursed Expenditures (20,000) (20,000) 0.00%
$ 104,910 $ 110,849
NET TAX AND GENERAL
REVENUE SUPPORTED $ 104,910 $ 110,849 5.66%
PERSONNEL:
Number of FTE positions 1.0 1.0
72
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Finance – TIF Administration
PROGRAM SUMMARY
The Tax Increment Financing Administration program of the Finance Department records and reports tax increment
program activities. It is charged with the responsibility of ensuring compliance with state statutes and guidelines.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Continue analysis of Tax Increment Financing funds.
2. Assist with implementation of new TIF districts.
3. Prepare annual Office of the State Auditor reports.
PROGRAM: Finance – Utility Billing
PROGRAM SUMMARY
The Utility Billing program of the Finance Department prepares and issues monthly utility bills for collection of utility
service fees from its customers. Utility records are maintained and updated within this program.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Assist customers with utility billing issues and questions – change of service, change of ownership, etc.
2. Promote automatic payment options to increase usage of automatic payment.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
EXPENDITURES:
Personnel Services $ 14,636 $ 15,567 6.36%
Other Services & Charges 3,513 4,241 20.72%
Reimbursed Expenditures (16,940) (16,940) 0.00%
$ 1,209 $ 2,868
NET TAX AND GENERAL
REVENUE SUPPORTED $ 1,209 $ 2,868
--
PERSONNEL:
Number of FTE positions 0.1 0.1
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Charges for service $ 9,000 $ 5,000 -44.44%
EXPENDITURES:
Personnel Services $ 82,263 $ 91,098 10.74%
Other Services & Charges 28,180 52,819 87.43%
Reimbursed Expenditures (95,000) (95,000) 0.00%
$ 15,443 $ 48,917 216.76%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 6,443 $ 43,917
--
PERSONNEL:
Number of FTE positions 0.85 0.85
73
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Court Fines $ 81,929 $ 138,688 $ 125,000 $ 126,250 1.00%
Expenditures
Materials, Supplies and Services
Professional & Technical Services 269,305 279,372 175,000 175,000
Total Expenditures 269,305 279,372 175,000 175,000
Indirectly Funded Amount 187,376 140,684 50,000 48,750 -2.50%
The Legal Department is made up of two programs. They are Legal
Counsel and Prosecution.
LEGAL BUDGET
Revenues and Expenditures
74
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Legal
PROGRAM SUMMARY
The Legal department represents the City in court, at City Council meetings and direct contact with staff and the
general public. The firm of Kennedy & Graven is retained on a fee per hour basis. They respond to legal summons
and/or initiate action on behalf of the City. Written and oral inquiries are made by staff, council, citizens and other
interested parties. The city engages other law firms when necessary.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Prosecute the rights of the City.
2. Prosecute violators of the law.
3. Obtain quality legal representation for the City
4. Assist City staff with development projects
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Court Fines $ 125,000 $ 126,250 1.00%
EXPENDITURES:
Other Services & Charges $ 175,000 $ 175,000 0.00%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 50,000 $ 48,750 -2.50%
PERSONNEL:
The City contracts with a legal firm to represent the City.
75
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Miscellaneous $ 36,606 $ 3,500 $ - $ -
Expenditures
Salaries, Wages and Benefits
Salaries and Wages 106,603 116,946 128,237 128,093 -0.11%
Fringe Benefits 46,632 45,711 51,744 55,252 6.78%
Materials, Supplies and Services
Professional & Technical Services 92,277 47,905 46,675 47,775 2.36%
Utilities and Maintenance 145,335 147,070 156,880 161,666 3.05%
Operations 539 7,058 7,564 7,923 4.75%
City Support Services 20,693 15,508 15,971 16,833 5.40%
Supplies and Materials 11,193 13,247 17,325 18,450 6.49%
Capital Outlay
Office Furniture and Equipment - - - -
Total Expenditures 423,272 393,445 424,396 435,992 2.73%
Reimbursed Expenditures (32,000) (32,814) (32,000) (32,000)
Net Total Expenditures 391,272 360,631 392,396 403,992 2.96%
Indirectly Funded Amount 354,666 357,131 392,396 403,992 2.96%
The Municipal Building Department consists of building maintenace.
MUNICIPAL BUILDINGS
Revenues and Expenditures
76
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Municipal Building – Maintenance
PROGRAM SUMMARY
The Building Maintenance Department of Public Works is responsible for the maintenance and repair of all City
Buildings. The Municipal Budget covers City Hall and the Police Department. In house maintenance personnel and
contractual custodial services maintain these buildings and equipment.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Continuation of Green Initiatives within City Hall.
2. Complete renovation of City Hall.
New exterior of City Hall
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Miscellaneous $ - $ - 0.00%
EXPENDITURES:
Personnel Services $ 179,981 $ 183,345 1.87%
Other Services & Charges 244,415 252,647 3.37%
Capital Outlay - -
Reimbursed Expenditures (32,000) (32,000) 0.00%
$ 392,396 $ 403,992 2.96%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 392,396 $ 403,992 2.96%
PERSONNEL:
Number of FTE positions 1.45 1.45
77
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Licenses $ 17,810 $ 24,110 $ 15,400 $ 15,500 0.65%
Permits 692,790 575,436 431,400 450,000 4.31%
Current Services 210,341 180,344 156,260 117,200 -25.00%
Total Revenues 920,941 779,890 603,060 582,700 -3.38%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages 660,638 688,058 731,304 779,901 6.65%
Fringe Benefits 199,228 233,474 268,985 263,459 -2.05%
Materials, Supplies and Services
Professional & Technical Services 134,325 197,110 200,130 209,430 4.65%
Utilities and Maintenance 12,550 8,405 16,345 15,315 -6.30%
Operations 68,830 33,440 45,700 47,410 3.74%
City Support Services 44,017 43,324 47,416 47,957 1.14%
Supplies and Materials 11,575 8,311 15,720 16,320 3.82%
Capital Outlay
Equipment Allocation - -4,800 4,850 1.04%
Total Expenditures 1,131,163 1,212,122 1,330,400 1,384,642 4.08%
Reimbursed Expenditures (61,000) (61,000) (61,000) (61,000)
Net Total Expenditures 1,070,163 1,151,122 1,269,400 1,323,642 4.27%
Indirectly Funded Amount 149,222 371,232 666,340 740,942 11.20%
The Community Service department is made up of four main programs. They are
Reception, Assessing, Inspections, and City Clerk.
COMMUNITY SERVICES SUMMARY BUDGET
Revenues and Expenditures
78
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Community Services – Receptionist
PROGRAM SUMMARY
The Receptionist program of the Community Services Department answers calls at main switchboard and route
calls to various departments. Directs walk-in customers to the appropriate department. Sales of dog licenses and
parking permits occur in this program. Receipts are accepted for payment of building permits and utility bills. The
program also provides clerical and secretarial services to other departments.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
EXPENDITURES:
Personnel Services $ 40,661 $ 831 -97.96%
Other Services & Charges 226 234 3.54%
$ 40,887 $ 1,065
NET TAX AND GENERAL
REVENUE SUPPORTED $ 40,887 $ 1,065 -97.40%
PERSONNEL:
Number of FTE positions 0.55 0
The FTE allocation was reclassified to administration in 2020.
OBJECTIVES TO BE ACCOMPLISHED IN 2020:
Goal 1, Strategy 3- Provide Accessible and Friendly City Services:
1. Continue to provide excellent customer service
PROGRAM: Community Services – Assessing
PROGRAM SUMMARY
The Assessing Department assists property owners with Homestead classification and works with Hennepin County
on property valuations. The department also prepares special assessment rolls and responds to property owner
concerns and questions.
OBJECTIVES TO BE ACCOMPLISHED IN 2020:
Goal 1, Strategy 3- Provide Accessible and
Friendly City Services:
1. Prepare special assessment rolls for
certification on taxes.
2. Assist property owners with property related
issues.
3. Maintain the Property and Contact Information
in the Springbrook Financial Software.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Charges for service $ 3,000 $ 3,000 0.00%
EXPENDITURES:
Personnel Services $ 102,487 $ 92,554 -9.69%
Other Services & Charges 148,195 153,268 3.42%
Reimbursed Expenditures (24,000) (24,000) 0.00%
$ 226,682 $ 221,822 -2.14%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 223,682 $ 218,822 -2.17%
PERSONNEL:
Number of FTE positions 1.05 1.05
79
CITY OF HOPKINS
PROGRAM: Community Services – City Clerk
PROGRAM SUMMARY
The City updates the City Code as new ordinances are passed, takes minutes at the City Council meetings and
transcribes them using a computer. Business licenses applications are reviewed prior to issuance. The City Clerk
is also the purchasing officer of the city.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN
2020:
Goal 2, Strategy 2 – Go Green
1. Purchase “green” or recycled products when
available if the pricing is competitive and product meets
quality standards.
2. Ensure that the City Document Archives section of
the City’s website contains the most up to date
information in all areas listed.
3. Review and update where needed applications
and forms that are available on the Web site.
PROGRAM: Community Services – Elections
PROGRAM SUMMARY
The Elections program of the Community Services Department provides supervision of
elections, registers voters, and certifies election results. All state and federal legislation is
reviewed, judges are trained, and equipment and polling places are prepared. After
elections ballots are counted and the results certified to the County and State of Minnesota.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Recruit and train additional Election Judges for the early voting, primaries and general election.
2. Work with Hennepin County City to review voting equipment and the possible replacement.
3. Work to better organize information and supplies for Election Judges use on Election Day.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Licenses $ 7,000 $ 7,000 0.00%
EXPENDITURES:
Personnel Services $ 91,651 $ 99,169 8.20%
Other Services & Charges 41,848 42,163 0.75%
Reimbursed Expenditures (37,000) (37,000) 0.00%
$ 96,499 $ 104,332 8.12%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 89,499 $ 97,332 8.75%
PERSONNEL:
Number of FTE positions 0.75 0.75
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Charges for service $ 40,000 $ - -100.00%
EXPENDITURES:
Personnel Services $ 75,542 $ 120,762 59.86%
Other Services & Charges 11,202 12,409 10.77%
$ 86,744 $ 133,171 53.52%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 46,744 $ 133,171 184.89%
PERSONNEL:
Number of FTE positions 0.35 0.35
80
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Community Services – Building Code Inspection
PROGRAM SUMMARY
The Building Code Inspection program of the Community Services Department inspects all new or remodeled
buildings to insure they meet the minimum requirements of the state building code. The process begins with easily
accessible customer service at the inspections counter and continues with plan review; permit issuance, inspection
of construction phases and an issuance of a certificate of occupancy.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN
2020:
Goal 1, Strategy 3- Provide Accessible and Friendly
City Services:
1. Work on closing out aging permits from the past
years.
2. Continue utilizing Laserfiche for paperless
document retention
3. Look at Updating Permit Fees
4. Continue to provide excellent customer service
especially as redevelopment continues
PROGRAM: Community Services – Fire Code Inspection
PROGRAM SUMMARY
The Fire Code Inspection program of the Community Services Department inspects existing buildings from time to
time to insure they are maintained safe in accordance with the minimum safety standards provided in the state fire
code. A percentage of commercial and large multiple residential buildings are inspected yearly for fire code violations
to insure these structures are maintained safe for their occupants. The focus is on more hazardous occupancies.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Continue the fire prevention inspection program.
2. Implement new fire code software.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
License, Permits, Charges $ 266,400 $ 271,000 1.73%
EXPENDITURES:
Personnel Services $ 244,108 $ 260,131 6.56%
Other Services & Charges 104,783 108,110 3.18%
$ 348,891 $ 368,241 5.55%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 82,491 $ 97,241 17.88%
PERSONNEL:
Number of FTE positions 2.2 2.2
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Permits $ 8,000 $ 12,000 50.00%
EXPENDITURES:
Personnel Services $ 49,964 $ 51,735 3.54%
Other Services & Charges 503 541 7.55%
$ 50,467 $ 52,276 3.58%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 42,467 $ 40,276 -5.16%
PERSONNEL:
Number of FTE positions 1.00 1.00
81
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Community Services – Heating and Plumbing Code Inspection
PROGRAM SUMMARY
The Heating and Plumbing Code Inspection program of the Community Services Department inspects new and
remodeled buildings for heating and plumbing compliance. The process begins with easily accessible customer
service at the inspections counter and continues with plan review; permit issuance, inspection of construction phases.
Become familiar with new gas, mechanical and energy code.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN
2020:
1. PermitWorks Training
2. Close Out Aging Permits
3. Look at Updating Permit Fees
PROGRAM: Community Services – Housing Inspection
PROGRAM SUMMARY
The Housing Inspection program of the Community Services Department inspects all existing buildings from time to
time to insure they are maintained safe in accordance with city housing code. Rental properties are inspected every
five years to identify hazards to the occupants and to insure buildings are well maintained and to improve on the city’s
housing stock. Homes being sold in the community must be evaluated. A listing of certified evaluators for the Truth
in Housing program are maintained. Home sales are monitored to insure compliance.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
Goal 1, Strategy 3- Provide Accessible and Friendly City Services:
1. Update Truth In Housing guidelines.
2. Retain all new rental inspection results on Laserfiche
3. Update Rental Licensing and Inspection Fees
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Permits $ 88,000 $ 88,000 0.00%
EXPENDITURES:
Personnel Services $ 110,159 $ 117,366 6.54%
Other Services & Charges 4,106 4,356 6.09%
$ 114,265 $ 121,722 6.53%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 26,265 $ 33,722 28.39%
PERSONNEL:
Number of FTE positions 1.0 1.0
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
License, permits, charges $ 172,310 $ 191,500 11.14%
EXPENDITURES:
Personnel Services $ 192,472 $ 203,200 5.57%
Other Services & Charges 10,528 11,152 5.93%
$ 203,000 $ 214,352 5.59%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 30,690 $ 22,852 -25.54%
PERSONNEL:
Number of FTE positions 1.82 1.82
82
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Community Services – Miscellaneous Community Inspection
PROGRAM SUMMARY
The Miscellaneous Community Inspection program of the Community Services Department responds to general
nuisance complaints from Hopkins citizens. Track responses to citizens and results of the complaint.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN
2020:
Goal 1, Strategy 3- Provide Accessible and Friendly City
Services:
1. Continue neighborhood sweeps and respond to
resident complaints in a prompt and courteous
manner.
2. Send out newsletter in spring regarding sweeps
potential violations.
PROGRAM: Community Services – Vacant Property Management
PROGRAM SUMMARY
The Vacant Property Management program of the Community Services Department
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Continue to educate mortgage banks, property managers, realtors and vacant property owners on why we
want them to register their property.
2. Send out enforcement letters and billings in a timely manner
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Citations, charges for service $ 8,350 $ 8,400 0.60%
EXPENDITURES:
Personnel Services $ 90,841 $ 95,029 4.61%
Other Services & Charges 6,035 6,363 5.43%
$ 96,876 $ 101,392 4.66%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 88,526 $ 92,992 5.04%
PERSONNEL:
Number of FTE positions 0.86 0.86
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Property Registrations $ 10,000 $ 8,000 -20.00%
EXPENDITURES:
Personnel Services $ 2,404 $ 2,584 7.49%
Other Services & Charges 2,685 2,685 0.00%
$ 5,089 $ 5,269 3.54%
NET TAX AND GENERAL
REVENUE SUPPORTED $ (4,911) $ (2,731) -44.39%
PERSONNEL:
Number of FTE positions 0.02 0.02
83
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Intergovernmental $ 334,686 $ 423,137 $ 320,000 $ 330,000 3.13%
Licenses 84,310 80,601 87,100 90,300 3.67%
Court Fines/Forfeitures 125,249 18,125 50,000 62,000 24.00%
Penalties 2,877 570 3,500 1,500 -57.14%
Current Service 49,349 47,238 25,000 35,000 40.00%
Miscellaneous (2,060)(838)2,000 2,000
Total Revenues 594,411 568,833 487,600 520,800 6.81%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages 3,282,233 3,384,756 3,551,410 3,720,519 4.76%
Fringe Benefits 1,231,761 1,303,391 1,276,586 1,412,461 10.64%
Materials, Supplies and Services
Professional & Technical Services 133,992 166,570 172,750 180,240 4.34%
Utilities and Maintenance 127,077 126,307 128,795 134,995 4.81%
Operations 142,651 149,716 157,632 188,778 19.76%
City Support Services 175,897 186,920 215,852 231,600 7.30%
Supplies and Materials 111,949 122,087 91,080 93,580 2.74%
Capital Outlay
Equipment 15,765 26,388 15,000 15,000
Total Expenditures 5,221,325 5,466,135 5,609,105 5,977,173 6.56%
Indirectly Funded Amount 4,626,914 4,897,302 5,121,505 5,456,373 6.54%
POLICE BUDGET
Revenues and Expenditures
84
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Police – Administration
PROGRAM SUMMARY
To be recognized as a progressive law enforcement agency, striving to enhance the quality of life for all citizens. We
seek to collaborate with all stakeholders to continually improve our community. Hopkins Police Department will recruit,
hire, and retain the most qualified personnel to fulfill this vision.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. To provide effective, efficient, and professional police services to the community.
2. Continue to produce the highest ethical standards and transparent police department.
3. Create trust and partnerships with our multi-cultural community.
4. Promote a proactive, problem-solving culture that focuses on crime prevention.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Miscellaneous $ - $ - 0.00%
EXPENDITURES:
Personnel Services 526,375$ 554,099$ 5.27%
Other Services & Charges 188,018 194,229 3.30%
$ 714,393 $ 748,328
NET TAX AND GENERAL
REVENUE SUPPORTED $ 714,393 $ 748,328 4.75%
PERSONNEL:
Number of FTE positions 3.1 3.1
85
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Police – Patrol
PROGRAM SUMMARY
To provide public safety by reducing crime, enhancing the quality of life for all citizens, while working collaboratively
with all stakeholders in the community.
MAJOR OBJECTIVES TO BE
ACCOMPLISHED IN 2020:
1. Provide the highest level of professional
customer service to the public with each and
every contact.
2. Create trust and partnerships with our
multi-cultural community.
3. Provide proactive criminal enforcement
through intelligence-lead policing efforts.
4. Committed to identifying and solving
problems through building positive community
partnerships
PROGRAM: Police – SWAT Team
PROGRAM SUMMARY
The Special Weapons and Tactics team (SWAT) of the Hopkins Police Department will provide tactical and rescue
operations in high-risk situations, and will receive the highest level of training possible.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Committed to the highest level of training standards and performance standards.
2. Build upon strong working relationships with other consortium SWAT members and partners.
3. Continue to be a leader in the consortium of SWAT teams.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Licenses $ 10,000 $ 10,200 2.00%
Intergovernmental Revenue 320,000 330,000 3.13%
Fines & Forfeits 51,500 63,500 23.30%
Charges for Service 15,000 25,000 66.67%
Miscellaneous 1,500 1,500 0.00%
$ 398,000 $ 430,200 8.09%
EXPENDITURES:
Personnel Services $ 3,401,870 $ 3,653,446 7.40%
Other Services & Charges 339,036 355,472 4.85%
Capital Expenditures - -
$ 3,740,906 $ 4,008,918 7.16%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 3,342,906 $ 3,578,718 7.05%
PERSONNEL:
Number of FTE positions 27.875 26.08
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Miscellaneous $ - $ - 0.00%
EXPENDITURES:
Personnel Services 57,685$ 48,349$ -16.18%
Other Services & Charges 23,183 23,847 2.86%
$ 80,868 $ 72,196
NET TAX AND GENERAL
REVENUE SUPPORTED $ 80,868 $ 72,196 -10.72%
PERSONNEL:
Number of FTE positions 0.45 0.35
86
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Police – Reserves
PROGRAM SUMMARY
The Hopkins Police Reserve Unit provides civilian volunteers with exceptional training to assist the police
department with civic events, community-building and outreach efforts.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Continue to recruit individuals with diverse backgrounds.
2. Continue to supplement uniformed patrol with calls for service and problem-solving efforts.
3. Utilize Reserves in outreach and in police and community relations.
4. Utilize Reserve personnel whenever feasible to alleviate uniformed patrol calls for service.
PROGRAM: Police – Investigations
PROGRAM SUMMARY
The Investigations Division of the Police Department conducts thorough criminal investigations on all criminal activity
that has occurred in Hopkins, while working with other police agencies to identify suspects and work collaboratively
to prevent future crime.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Continue professional development by training officers in the Investigations Division of the Hopkins Police
Department.
2. Continue to problem solve and reduce crime through crime analysis and intelligence-lead policing.
3. Work in partnership with other law enforcement agencies to identify crime trends and patterns on a local and
regional level.
4. Continue to work in partnership with all divisions within the Police Department.
5. Continue to work in partnership with the
County Attorney’s Office to successfully
prosecute individuals involved in criminal
behavior.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Licenses $ 70,600 $ 71,600 1.42%
EXPENDITURES:
Personnel Services $ 285,424 $ 414,688 45.29%
Other Services & Charges 112,370 115,419 2.71%
$ 397,794 $ 530,107 33.26%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 327,194 $ 458,507 40.13%
PERSONNEL:
Number of FTE positions 1.95 2.95
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
EXPENDITURES:
Personnel Services 12,778$ 14,310$ 11.99%
Other Services & Charges 8,112 8,152 0.49%
$ 20,890 $ 22,462
NET TAX AND GENERAL
REVENUE SUPPORTED $ 20,890 $ 22,462 7.53%
PERSONNEL:
Number of FTE positions 0.1 0.1
87
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Police – Southwest Hennepin Drug Task Force
PROGRAM SUMMARY
The Southwest Hennepin Drug Task Force is a multi-jurisdictional unit that conducts investigations of illegal drug
activity by developing suspect information from citizens, utilizing confidential informants, search warrants,
surveillance, and other covert activities.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Continue to work jointly with the Criminal Investigations Unit to identify suspects engaged in criminal activity.
2. Work with all divisions of the Police Department and communicate current crime trends and/or possible
suspects residing in the City.
3. Continue to work nuisance property and crime free multi-housing issues with the Police Services Liaison to
remove problem tenants from units who continue to use illegal drugs.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Forfeitures $ - $ -
EXPENDITURES:
Personnel Services $ 123,714 $ 22,935 -81.46%
Other Services & Charges 17,683 18,762 6.10%
$ 141,397 $ 41,697 -70.51%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 141,397 $ 41,697 -70.51%
PERSONNEL:
Number of FTE positions 0.95 0.85
88
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Police – Crime Prevention Specialist
PROGRAM SUMMARY
The Police Services Liaison is responsible for presenting and coordinating outreach and crime prevention programs
including Neighborhood Watch, National Night Out, Crime-free Multi-housing and numerous other outreach initiatives.
In addition, the Police Services Liaison administers the alarm program, nuisance property program, review and
revisions of various ordinances and grant research, application and administration and is the staff liaison to SCIP,
One Voice, HBCA, Rental Community Engagement Program and other committees.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Increase participation in Crime Free Multi-Housing program & Neighborhood Watch.
2. Partner with businesses and neighborhoods to reduce crime.
3. Coordinate information sharing with Police/city staff regarding nuisance properties and other quality of life
issues.
4. Coordinate efforts with Joint Community Police Partnership (JCPP) Community Liaison.
National Night Out
Torch Run Cops ‘n Kids Fishing
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Licenses $ 3,500 $ 3,500 0.00%
Intergovernmental Revenue - -
Miscellaneous - -
Donations 500 500 0.00%
$ 4,000 $ 4,000 0.00%
EXPENDITURES:
Personnel Services $ 112,463 $ 117,585 4.55%
Other Services & Charges 14,931 45,614 205.50%
$ 127,394 $ 163,199 28.11%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 123,394 $ 159,199 29.02%
PERSONNEL:
Number of FTE positions 0.85 0.85
89
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Police – Support Services
PROGRAM SUMMARY
This division of the Police Department provides the public, police personnel and other law enforcement agencies with
police data requested by mail, telephone and in person. Support Services personnel strives for excellence in quality
and accuracy of all police data while managing our Records Management System (RMS), entering, modifying, and
quality checking all police records. This division generates state and federal mandated reports, transcribes and
processes reports and correspondence and maintains records in accordance with state and local guidelines.
MAJOR OBJECTIVES TO BE
ACCOMPLISHED IN 2020:
1. Continue to refine processes for
better efficiency of records
maintenance.
2. Train on new RMS reporting
software to develop reports to
provide more data to the public.
3. Continue to provide weekly
crime statistics and learning
additional crime analysis software
and mapping tools.
4. Maintain efficiency with report
flow to respective agencies.
PROGRAM: Police – Systems Management
PROGRAM SUMMARY
The Systems Management program of the Police Department is under the supervision of the city’s IT department
who oversees the maintenance of all police computer system networks, and state communications interfaces.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Continue to provide exceptional services to all stakeholders.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
EXPENDITURES:
Other Services & Charges $ 69,888 $ 74,611 6.76%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 69,888 $ 74,611 6.76%
PERSONNEL:
Number of FTE positions 0 0
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Licenses $ 5,000 $ 5,000 0.00%
Charges for Service 10,000 10,000 0.00%
$ 15,000 $ 15,000 0.00%
EXPENDITURES:
Personnel Services $ 307,676 $ 307,568 -0.04%
Other Services & Charges 7,888 8,085 2.50%
$ 315,564 $ 315,653
NET TAX AND GENERAL
REVENUE SUPPORTED $ 300,564 $ 300,653 0.03%
PERSONNEL:
Number of FTE positions 3 3
90
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Licenses & Permits $ 180 $ 2,409 $ 800 $ 800
State Aid 113,360 111,828 100,000 118,000 18.00%
Federal Grant
County Grant
Administrative Citations 1,800 300 300 300
Current Service 13,930 11,455 10,500 10,500
Donations
Miscellaneous 200 6,477 3,500 3,500
Total Revenues 129,470 132,469 115,100 133,100 15.64%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages 462,458 542,644 532,056 584,489 9.85%
Fringe Benefits 276,100 318,128 303,145 339,082 11.85%
Materials, Supplies and Services
Professional & Technical Services 23,042 24,921 25,700 25,890 0.74%
Utilities and Maintenance 110,179 131,782 115,300 127,574 10.65%
Operations 71,570 86,632 81,950 84,250 2.81%
City Support Services 173,755 192,663 213,427 231,405 8.42%
Supplies and Materials 98,258 123,538 79,500 81,710 2.78%
Capital Outlay
Equipment - 13,602 48,100 8,700 -81.91%
Total Expenditures 1,215,362 1,433,910 1,399,178 1,483,100 6.00%
Indirectly Funded Amount 1,085,892 1,301,441 1,284,078 1,350,000 5.13%
The Fire Department is made up of two programs. They are Fire Prevention/Suppression
and Emergency Preparedness.
FIRE BUDGET
Revenues and Expenditures
91
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Fire – Fire Department
PROGRAM SUMMARY
The Fire Department includes Emergency Medical Services (EMS), Fire Prevention/Suppression programs. The EMS
program supports the Police Department in managing responses to medical emergencies. The Fire Department
responds to all life threatening situations and when there are no police officers available to respond. Fire suppression
is the response to all fires, hazardous materials, special hazards and special rescue incidents in the city and fire
prevention is the enforcement of the fire code, and the review and inspection of new construction. It also provides
for public education and files reports with the State Fire Marshall on department activity, property loss or death due
to fire emergencies.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Develop Long Term Strategic and Marketing plan for the department.
2. Recruitment and Retention of members.
3. Review and Receive of Emergency Operations plan.
4. Develop and Implement a Mental Health and PTSD program for Fire Department Staff.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Licenses & Fines $ 1,100 $ 1,100 0.00%
Intergovernmental Revenue 100,000 118,000 18.00%
Charges for Service 14,000 14,000 0.00%
Donations - - 0.00%
$ 115,100 $ 133,100 15.64%
EXPENDITURES:
Personnel Services $ 835,201 $ 923,571 10.58%
Other Services & Charges 515,877 550,829 6.78%
Capital Outlay 48,100 8,700 -81.91%
$ 1,399,178 $ 1,483,100 6.00%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 1,284,078 $ 1,350,000 5.13%
PERSONNEL:
Number of FTE positions 4.1 4.1
Volunteer Firefighters 31 32
Fire Chief Dale Specken received
the 2019 Fire Officer of the Year
Award for the second time.
92
CITY OF HOPKINS
PUBLIC WORKS BPUBLIC WORKS BUDGET
Revenues and Expenditures
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Licenses and Permits $ 12,602 $ 17,950 $ 19,415 $ 19,415
Intergovernmental 169,854 186,458 170,000 170,000
Charges for Services 11,953 48,774 4,150 4,150
Other Miscellaneous 8,060 5,700 5,300 5,300
Total Revenues 202,469 258,882 198,865 198,865
Expenditures
Salaries, Wages and Benefits
Salaries and Wages 1,432,259 1,560,853 1,614,853 1,705,742 5.63%
Fringe Benefits 537,021 577,730 643,097 674,003 4.81%
Materials, Supplies and Services
Professional & Technical Services 459,603 368,138 484,150 499,400 3.15%
Utilities and Maintenance 463,188 432,451 447,070 577,235 29.12%
Operations 41,030 90,938 23,700 77,357 226.40%
City Support Services 230,691 154,139 297,712 180,519 -39.36%
Supplies and Materials 277,092 306,520 248,555 263,585 6.05%
Capital Outlay
Equipment 4,521 5,932 - 3,000
Total Expenditures 3,445,405 3,496,701 3,759,137 3,980,841 5.90%
Reimbursed Expenditures (675,455) (651,118) (538,000) (538,000)
Net Total Expenditures 2,769,950 2,845,583 3,221,137 3,442,841 6.88%
Indirectly Funded Amount 2,567,481 2,586,701 3,022,272 3,243,976 7.34%
93
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Public Works – Buildings
PROGRAM SUMMARY
The Building Maintenance Department of Public Works is responsible for the maintenance and repair of all City
Buildings. The public works buildings budget covers the entire public works complex. The buildings and equipment
are maintained by in house maintenance personnel and the custodial duties by a contract cleaner.
MAJOR OBJECTIVES TO BE
ACCOMPLISHED IN 2020:
1. Maintain PW building to assure a
safe and comfortable environment for
all City employees at the lowest cost to
the taxpayer.
PROGRAM: Public Works – Equipment Services
PROGRAM SUMMARY
The Equipment Services program of the Public Works Department provides maintenance and repair of all City
vehicles and equipment. Equipment Services is responsible for writing specifications and the purchasing of City
Vehicles. It also is in charge of the disposal of surplus vehicles and equipment. It is the goal of Equipment Services
to provide a quality and cost effective service to all cities departments for all their equipment needs.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Continue aggressive
maintenance and repair of all
city equipment.
2. Purchase two 4x4 ¾ ton
trucks, 2 riding turf mowers
and a wheel loader as
provided in the City’s
Equipment Replacement Plan
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
EXPENDITURES:
Personnel Services $ 42,659 $ 40,673 -4.66%
Other Services & Charges 102,776 111,042 8.04%
Reimbursed Expenditures
(70,000)
(70,000) 0.00%
$ 75,435 $ 81,715
NET TAX AND GENERAL
REVENUE SUPPORTED $ 75,435 $ 81,715 8.33%
PERSONNEL:
Number of FTE positions 0.4 0.4
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Charges for service $ 150 $ 150 0.00%
EXPENDITURES:
Personnel Services $ 254,948 $ 263,914 3.52%
Other Services & Charges 39,887 44,654 11.95%
Reimbursed Expenditures (143,000) (143,000) 0.00%
Capital Expenditures - - 0.00%
$ 151,835 $ 165,568 9.04%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 151,685 $ 165,418 9.05%
PERSONNEL:
Number of FTE positions 2.35 2.35
94
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Public Works – Administration
PROGRAM SUMMARY
The Administration program of the Public Works Department provides administrative direction, control and support
by the Public Works Director, reception and clerical for the following Public Works Department divisions: Engineering
Services; Building Services; Equipment Services; Parks/Forestry & Streets/Traffic; Water and Sewer Utilities and
Solid Waste Management.
MAJOR OBJECTIVES TO BE
ACCOMPLISHED IN 2020:
1. Southwest Light Rail: protect city
interests during construction
2. Continue to analyze and respond to
opportunities to save energy and be
more environmentally conscious while
improving service quality and
efficiency.
3. Complete aggressive 2020 program of
street, utility, and park system
improvements.
PROGRAM: Public Works – Engineering
PROGRAM SUMMARY
The Engineering Division of the Public Works Department provides engineering services for the City. The
Engineering Division provides drafting, surveying, layout, design and other engineering services for the City, as well
as maintenance and updating of base maps, as-builts, and other miscellaneous map updating projects. This
division also acts as the primary liaison to consultants involved with construction projects.
MAJOR OBJECTIVES TO BE
ACCOMPLISHED IN 2020:
1. Continue to develop and verify
utility base maps in the GIS system.
2. Complete development of an ADA
Transition Plan.
3. Complete Blake Road
construction in cooperation with various
stakeholders and adjacent projects.
4. Oversee implementation of the
City’s Capital Improvement Plan.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
EXPENDITURES:
Personnel Services $ 209,952 $ 223,339 6.38%
Other Services & Charges 18,325 22,894 24.93%
Reimbursed Expenditures (148,000) (148,000) 0.00%
$ 80,277 $ 98,233
NET TAX AND GENERAL
REVENUE SUPPORTED $ 80,277 $ 98,233 22.37%
PERSONNEL:
Number of FTE positions 1.35 1.35
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Licenses $ 18,000 $ 18,000 0.00%
Charges for Service - -
$ 18,000 $ 18,000 0.00%
EXPENDITURES:
Personnel Services $ 223,244 $ 237,118 6.21%
Other Services & Charges 48,472 51,884 7.04%
Reimbursed Expenditures (65,000) (65,000) 0.00%
$ 206,716 $ 224,002 8.36%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 188,716 $ 206,002 9.16%
PERSONNEL:
Number of FTE positions 1.75 1.75
95
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Public Works – Streets and Alleys
PROGRAM SUMMARY
The Streets Division of the Public Works Department provides maintenance of 55 miles of streets, 30 miles of alleys
and 10 parking lots (including parking ramp) within the City for convenient day-to-day use. Also provides street
lighting, traffic signs and signals, sidewalk repair, and special event support. Maintenance includes activities such
as sweeping, patching, seal coating and curb repair. Major maintenance is scheduled on a 6 year, maintenance
district rotation basis. Routine mill/patching/paving is accomplished throughout the City during the summer season.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Street maintenance utilizing pavement management support information that includes prep seal coat areas and
contractual crack sealing.
2. Spring sweeping as weather permits, Mainstreet sweeping every three weeks, residential sweeping (spring,
summer and once in the fall).
3. Continued maintenance of storm water drainage systems.
4. Inspect and repair all defective sidewalks in district
5. Preventative patching, repairs to bituminous roadways.
6. Maintain sign and signal change outs, inventory signs, upgrade traffic controls and signals as required.
7. Mainstreet maintenance including flags, refuse, decorations and banners, and streetlight painting.
8. Provide traffic control and logistical services for special events such as Raspberry Festival, Mainstreet Days,
National Night Out, etc., to support the City goal of promoting and enhancing city events.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Licenses $ 1,415 $ 1,415 0.00%
Intergovernmental Revenue 170,000 170,000 0.00%
Charges for Service 1,000 1,000 0.00%
$ 172,415 $ 172,415 0.00%
EXPENDITURES:
Personnel Services $ 573,278 $ 595,782 3.93%
Other Services & Charges 654,859 677,985 3.53%
Capital Outlay 25,000 25,000 0.00%
Reimbursed Expenditures (112,000) (112,000) 0.00%
$ 1,141,137 $ 1,186,767 4.00%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 968,722 $ 1,014,352 4.71%
PERSONNEL:
Number of FTE positions 5.82 5.82
96
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Public Works – Snow & Ice Removal
PROGRAM SUMMARY
The Snow & Ice Removal program of the Public Works Department provides snow and ice control services of 55
miles of streets, 33 miles of alleys and 9 parking lots (including parking ramp) and economic development properties
within the city for convenient day-to-day use, and to provide safe travel and parking conditions.
MAJOR OBJECTIVES TO BE
ACCOMPLISHED IN 2020:
1. Complete plowing/ice treatment operations
of all city streets, alleys, parking lots and
parking ramp within 10 hours.
2. Complete snow removal operations in
downtown areas/ramp/parking lots in
efficient manner to meet parking/traffic flow
demands.
3. Increase snow/ice maintenance activities
on residential streets.
4. Utilize snow emergency policy to maximize
safety and snow removal efforts, while
minimizing resident conflicts.
PROGRAM: Public Works – Park Maintenance & Improvements
PROGRAM SUMMARY
The Parks division of the Public Works Department provides for the maintenance of developed parks and grounds
adjacent to public buildings and right-of-ways, including: seeding, fertilizing and mowing of grass, tree & plantings
maintenance, maintenance of all athletic fields and general playgrounds and maintenance of Shady Oak Beach.
Maintenance of Co. Rd 3 median flowers and irrigation is provided. Maintenance of picnic facilities and trails, trash
and rubbish removal from parks is also included. Open skating and hockey areas are included. Open skating and
hockey areas are provided from December through February for outdoor recreational purposes.
MAJOR OBJECTIVES TO BE
ACCOMPLISHED IN 2019:
1. Continue grounds maintenance of all parks
including Shady Oak Beach, plus City Hall, 4
well houses, Public Works garage and all
other City owned right-of-way.
2. Provide open skating and hockey at the
following parks: Valley, Harley Hopkins,
Oakes, Central, Interlachen, open skating
only at Hilltop and Burnes.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Charges for service $ - $ -
EXPENDITURES:
Personnel Services $ 122,770 $ 148,133 20.66%
Other Services & Charges 88,776 103,663 16.77%
Capital Outlay - - 0.00%
$ 211,546 $ 251,796 19.03%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 211,546 $ 251,796
19.03%
PERSONNEL:
Number of FTE positions 1 1.04
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Charges for service $ 3,000 $ 3,000 0.00%
Miscellaneous 5,300 5,300 0.00%
$ 8,300 $ 8,300 0.00%
EXPENDITURES:
Personnel Services $ 675,531 $ 712,826 5.52%
Other Services & Charges 385,101 416,807 8.23%
Capital Outlay - - 0.00%
$ 1,060,632 $ 1,129,633 6.51%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 1,052,332 $ 1,121,333 6.56%
PERSONNEL:
Number of FTE positions 6.76 6.76
97
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Public Works – Forestry
PROGRAM SUMMARY
The Forestry Division of the Public Works Department provides for the maintenance of all trees. Through the
utilization of arboricultural practices, all trees on public property will be maintained in an acceptable condition or
removed as necessary to allow for a healthy environment for the urban forest along with providing safe passage for
pedestrian and vehicular traffic. Through utilization of tree inspectors residents will be consulted on tree related
problems and advised to the solutions. Reforestation of the urban forest is also an activity of this division.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Trim 12% of trees on city boulevards.
2. Remove all diseased, dead, dying trees on public property.
3. Thin the public tree ash population by removing poorly sited, declining and poorly formed trees.
4. Manage an effective data base record keeping system that tracks forestry activities to better manage and
maintain public trees.
5. Provide for prompt customer service on requests for trimming and tree consultation
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Charges for service $ - $ - 0.00%
EXPENDITURES:
Personnel Services 155,568$ 157,960$ 1.54%
Other Services & Charges 138,001 147,168 6.64%
$ 293,569 $ 305,128
NET TAX AND GENERAL
REVENUE SUPPORTED $ 293,569 $ 305,128 3.94%
PERSONNEL:
Number of FTE positions 1.46 1.46
98
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Expenditures
Salaries, Wages and Benefits
Salaries and Wages 54,763 4,411 4,561 4,881 7.02%
Fringe Benefits 5,138 1,281 1,334 2,084 56.22%
Materials, Supplies and Services
Operations 157,025 209,134 260,000 273,000 5.00%
City Support 1,955 2,014 2,034 2,095 3.00%
Utilities and Maintenance 177 681 1,350 1,350
Total Expenditures 219,058 217,521 269,279 283,410 5.25%
Indirectly Funded Amount 219,058 217,521 269,279 283,410 5.25%
The Recreation Department is made up of five main porgrams. They are Playground,
Ice Rink, Park Services, Joint Recreation and Skate Park.
RECREATION BUDGET
Revenues and Expenditures
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CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Recreation – Joint Recreation
PROGRAM SUMMARY
Programs for all ages are provided through the Joint Recreation division. Youth classes are offered in over 15 areas
of interest including tennis, golf, swimming, ball skills, and arts & crafts. Youth sports leagues are offered in
basketball and soccer. Adult classes are offered in several areas of interest, and team sports are offered in soccer,
softball, basketball, volleyball, hockey, broomball and football. In addition, the joint recreation division oversees the
operation of Shady Oak Beach, attended by over 30,000 people each summer.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Continue to develop partnerships in order to expand youth programming opportunities
2. Hire and train attendants to supervise park services at Burnes, Oakes and Valley Parks
3. Provide staff to supervise outdoor ice rinks at 13 locations in Hopkins and Minnetonka from mid-December
through mid-February
4. Continue summer playground program for children at 11 locations in Hopkins and Minnetonka.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
EXPENDITURES:
Other Services & Charges 260,000$ 273,000$ 5.00%
NET TAX AND GENERAL
REVENUE SUPPORTED 260,000$ 273,000$ 5.00%
PERSONNEL:
Number of Part-time positions 90 90
100
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Recreation – Overpass Skate Park
PROGRAM SUMMARY
The Overpass program provides skate boarders, bikers, and inline skate athletes, 10 years of age or older, with a
safe, fun, and challenging place to gather and practice their sport. The Overpass creates a healthy recreational
opportunity primarily for youth, and young adults. The Overpass is a seasonal operation, and one of only a few tier II
aggressive skate parks in the state of Minnesota. This unique park attracts a regional population in addition to serving
the residents of Hopkins.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. To operate the park under a contractual operating agreement with 3rd Lair Skate Parks.
2. To operate the park with favorable fees for resident and community partners.
3. To increase the number of Hopkins resident users and partner community (Minnetonka and St. Louis Park)
resident users.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
EXPENDITURES:
Personnel Services 5,895$ 6,965$ 18.15%
Other Services & Charges 3,384 3,445 1.80%
$ 9,279 $ 10,410
NET TAX AND GENERAL
REVENUE SUPPORTED $ 9,279 $ 10,410 12.19%
PERSONNEL:
Number of FTE positions 0.05 0.05
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CITY OF HOPKINS
ACTIVITY CENTER BUDGET
Revenues and Expenditures
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Charges for Services $ 85,043 $ 100,313 $ 94,000 $ 87,000 -7.45%
Contributions 20,454 33,178 14,500 32,100 121.38%
Total Revenues 105,497 133,491 108,500 119,100 9.77%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages 214,812 214,730 216,564 246,506 13.83%
Fringe Benefits 79,297 77,547 78,885 85,893 8.88%
Materials, Supplies and Services
Professional & Technical Services 44,740 50,574 61,700 47,700 -22.69%
Utilities and Maintenance 37,908 48,832 47,700 47,800 0.21%
Operations 11,062 18,081 15,900 28,450 78.93%
City Support Services 11,455 14,893 14,642 15,298 4.48%
Supplies and Materials 20,061 24,503 26,025 26,025
Capital Outlay
Buildings & Structures - - - -
Office Furniture and Equipment 10,256 2,550 2,000 2,000
Other Equipment 3,659 - - -
Total Expenditures 433,250 451,710 463,416 499,672 7.82%
Indirectly Funded Amount 327,753 318,219 354,916 380,572 7.23%
The Activity Center Department is made up of two programs. They are
Community Use and Maintenance.
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CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Activity Center – Programming
PROGRAM SUMMARY
The Activity Center Community Use program provides a facility for residents to use for active or passive activities.
Staff coordinates all users of the Activity Center. The Hopkins Activity Center also implements and coordinates the
Senior Adult Program, which is geared towards the over 50 Hopkins population.
MAJOR OBJECTIVES TO BE ACCOMPLISHED
IN 2020:
1. Complete a facility needs assessment to
plan for a facility improvement project in 2021
2. Market the Hopkins Activity Center to the
over 50 Hopkins population, especially through
electronic media.
Work with the Hopkins festivals and special
events committees to promote events for the over
50 population
PROGRAM: Activity Center – Maintenance
PROGRAM SUMMARY
The Building Maintenance Department of Public Works is responsible for the maintenance and repair of all City
Buildings. The Activity Center maintenance budget covers the Hopkins Activity Center. In house maintenance
personnel and part time cleaning personnel maintain this building.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Maintain Activity Center building to assure a safe and comfortable environment for its employees and
patrons of the facility
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Rent $ 26,000 $ 29,000 11.54%
Charges for Service 56,000 45,000 -19.64%
Miscellaneous 26,500 45,100 70.19%
$ 108,500 $ 119,100 9.77%
EXPENDITURES:
Personnel Services $ 275,222 $ 311,880 13.32%
Other Services & Charges 111,039 109,891 -1.03%
Capital Expenditures
$ 386,261 $ 421,771 9.19%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 277,761 $ 302,671 8.97%
PERSONNEL:
Number of FTE positions 2.8 2.8
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
EXPENDITURES:
Personnel Services 20,227$ 20,519$ 1.44%
Other Services & Charges 56,928 57,382 0.80%
$ 77,155 $ 77,901
NET TAX AND GENERAL
REVENUE SUPPORTED $ 77,155 $ 77,901 0.97%
PERSONNEL:
Number of FTE positions 0.2 0.2
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CITY OF HOPKINS
PLANNING BUDGET
Revenues and Expenditures
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Permits and Licenses $ 1,060 $ 1,060 $ 1,000 $ 1,000
Charges for Services 2,300 3,950 2,500 2,500
Miscellaneous 95,460 - - -
Total Revenues 98,820 5,010 3,500 3,500
Expenditures
Salaries, Wages and Benefits
Salaries and Wages 113,483 117,655 116,255 129,594 11.47%
Fringe Benefits 30,448 33,873 42,440 34,260 -19.27%
Materials, Supplies and Services
Professional & Technical Services 65,184 91,873 60,000 60,000
Utilities and Maintenance 119 129 250 200 -20.00%
Operations 9,631 8,453 15,135 15,150 0.10%
City Support Services 868 1,042 1,092 1,166 6.78%
Supplies and Materials 1,816 1,684 2,200 2,000 -9.09%
Total Expenditures 221,549 254,709 237,372 242,370 2.11%
Reimbursed Expenditures (20,000) (20,000) (20,000) (20,000)
Net Total Expenditures 201,549 234,709 217,372 222,370 2.30%
Indirectly Funded Amount 102,729 229,699 213,872 218,870 2.34%
The Planning and Economic Development Department is made up of three programs. They are Zoning
Activities & Enforcement, Sign & Fence Permits and Miscellaneous Planning.
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CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Planning & Community Development – Zoning Activities, Planning & Enforcement
PROGRAM SUMMARY
The Zoning Activities & Enforcement Program of the Planning & Economic Development Department provides
administration and enforcement of locally approved Zoning Ordinance and Comprehensive Plan. Provides
administration and inspection of signs and fences and prepares various planning documents and reports necessary
to ensure orderly development/redevelopment of City.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Continue to examine if properties should be re-zoned to Mixed-Use
2. Update zoning code
3. Process sign & fence permit requests in a timely and expedient manner
4. Provide staff assistance to Planning Commission
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Licenses & Permits $ 1,000 $ 1,000 0.00%
Charges for Services 2,500 2,500 0.00%
Miscellaneous - -
$ 3,500 $ 3,500 0.00%
EXPENDITURES:
Personnel Services $ 158,695 $ 163,854 3.25%
Other Services & Charges 78,677 78,516 -0.20%
Reimbursed Expenditures (20,000) (20,000) 0.00%
$ 217,372 $ 222,370 2.30%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 213,872 $ 218,870 2.34%
PERSONNEL:
Number of FTE positions 1.35 1.35
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CITY OF HOPKINS
COMMUNITY DEVELOPMENT BUDGET
Revenues and Expenditures
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Miscellaneous $ - $ - $ 90,000 $ 60,000 -33.33%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages 69,429 62,959 71,692 76,617 6.87%
Fringe Benefits 23,669 22,970 22,489 24,194 7.58%
Materials, Supplies and Services
Professional & Technical Services 979 1,140 2,600 2,600
Operations 848 3,527 3,300 3,300
City Support Services 294 349 367 393 7.08%
Supplies and Materials 652 939 1,050 1,050
Total Expenditures 95,871 91,884 101,498 108,154 6.56%
Indirectly Funded Amount $ 95,871 $ 91,884 $ 11,498 $ 48,154 318.81%
The Community Development budget accounts for expendiutres used to promote and enhance
the community of Hopkins.
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CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM: Community Development
PROGRAM SUMMARY
Promotion and development of housing programs and activities for City property owners and residents. Staff support
of housing programs such as 1st Time Home Buyer Mortgage Program, Image Awards, Housing Improvement Areas
and Livable Communities Program.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Continue promotion and support of various housing programs and initiatives. Investigate funding for SW LRT
station area (and other key parcels) redevelopment, including Hennepin County Transit Orientated
Development (TOD) program and Met Council Livable Communities Demonstration Account.
2. Continue to provide staff support to HAMA, SW LRT TIC, SCIP and other collaborative efforts.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Miscellaneous $ 90,000 $ 60,000 -33.33%
EXPENDITURES:
Personnel Services $ 94,181 $ 100,812 7.04%
Other Services & Charges 7,317 7,343 0.36%
$ 101,498 $ 108,155
NET TAX AND GENERAL
REVENUE SUPPORTED $ 11,498 $ 48,155 318.81%
PERSONNEL:
Number of FTE positions 0.85 0.85
107
CITY OF HOPKINS
Special Revenue Fund 203
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Intergovernmental $ 71,563 $ 64,514 $ 60,000 $ 65,000 8.33%
Miscellaneous - - - -
Refunds & Reimbursements - - - -
Total Revenues 71,563 64,514 60,000 65,000 8.33%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages 38,221 37,822 32,327 38,752 19.88%
Materials, Supplies and Services
Professional & Technical Services 2,635 4,118 2,150 2,150
Utilities and Maintenance 371 2,702 5,141 5,141
Operations 18,869 2,554 5,520 4,063 -26.39%
Leases 4,552 7,811 6,560 6,560
City Support Services 2,258 2,557 1,962 1,994 1.61%
Supplies and Materials 27,898 4,082 6,340 6,340
Capital Outlay
Computers - - - -
Other Equipment - - - -
Total Expenditures 94,804 61,646 60,000 65,000 8.33%
Excess (deficiency) of revenue over
expenditures (23,241) 2,868 - -
STATE CHEMICAL ASSESSMENT BUDGET
Revenues and Expenditures
The State Chemical Assessment is supported by state aid for the purpose of chemical assessment
training and activity for the State of Minnesota.
108
CITY OF HOPKINS
FUND 203 – CHEMICAL ASSESSMENT TEAM FUND
PROGRAM: State Chemical Assessment Team
PROGRAM SUMMARY
The State Chemical Assessment Team program provides emergency response for assessment of chemical
hazards for the State of Minnesota and maintenance of state owned equipment for emergency response and
training of personnel. Responding as requested by the State Duty Officer to the counties of Hennepin, Scott,
Carver, McLeod and Renville. The State of Minnesota will reimburse the City for up to $60,000 per year for the
training of personnel, maintenance of equipment, and purchase of supplies and equipment.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. To continue to train to members on all aspects of chemical response.
2. To restructure and redefine chemical assessment team to meet the needs of the state, city and team members
needs.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Intergovernmental Revenue $ 60,000 $ 65,000 8.33%
EXPENDITURES:
Personnel Services $ 32,327 $ 38,752 19.88%
Other Services & Charges 27,673 26,248 -5.15%
$ 60,000 $ 65,000
NET TAX AND GENERAL
REVENUE SUPPORTED $ - $ - --
PERSONNEL:
Number of FTE positions 0 0
109
CITY OF HOPKINS
Special Revenue Fund 204
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Property Taxes $ 423,454 $ 479,054 $ 350,154 $ 442,951 26.50%
Intergovernmental 35,276 805,700 - -
Interest Earnings 33,833 17,424 30,000 25,000 -16.67%
Miscellaneous 172,204 87,848 15,000 - -100.00%
Total Revenues 664,767 1,390,026 395,154 467,951 18.42%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages 176,829 166,005 168,315 187,440 11.36%
Fringe Benefits 53,828 56,707 55,516 61,720 11.18%
Materials, Supplies and Services
Professional & Technical Services 84,580 175,151 60,050 86,050 43.30%
Utilities and Maintenance 776 740 1,170 1,000 -14.53%
Operations 3,349 10,989 7,300 6,400 -12.33%
City Support Services 5,831 3,541 6,119 6,686 9.26%
Supplies and Materials 26,769 27,095 22,049 21,049 -4.54%
Grant Expenditures 250,292 970,909 110,000 70,000 -36.36%
Operating Transfer In (Out)- - 30,000
602,254 1,411,137 430,519 470,345 9.25%
Total Expenditures 602,254 1,411,137 430,519 470,345 -8.47%
Reimbursed Expenditures (40,000) (40,000) (40,000) (40,000)
Net Total Expenditures 562,254 1,371,137 390,519 430,345 10.20%
Excess (deficiency) of Revenues over
Expenditures 102,513 18,889 4,635 37,606 711.34%
Revenues and Expenditures
ECONOMIC AND COMMUNITY DEVELOPMENT BUDGET
The Economic Development Fund was established to fund development and redeveloment opportunities. Sources
are derived from loans, grants and tax levy.
110
CITY OF HOPKINS
FUND 204 – ECONOMIC DEVELOPMENT FUND
PROGRAM: Project Development and Coordination
PROGRAM SUMMARY
Undertake development activities not directly funded by
specific project budgets. Meet with developers, property
owners and business tenants to review possible
redevelopment/development activities. Recruit desirable
businesses to locate in Hopkins. Explore developer
incentives aimed at promoting sustainability and active
living.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN
2020:
1. Monitor income/expenditure of Economic
Development fund.
2. Prepare program budget.
3. Facilitate redevelopment projects as directed by the
City Council.
PROGRAM: Tax Increment Financing Program
PROGRAM SUMMARY
Undertake miscellaneous development activities funded through tax increment districts. Administer all districts.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Ensure districts are meeting legal and statutory requirements.
2. Continue to monitor all districts.
3. Coordinate development activities within districts.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
EXPENDITURES:
Personnel Services $ 66,615 $ 74,387 11.67%
Other Services & Charges 9,029 9,220 2.12%
Reimbursed Expenditures (40,000) (40,000) 0.00%
$ 35,644 $ 43,607
NET TAX AND GENERAL
REVENUE SUPPORTED $ 35,644 $ 43,607 22.34%
PERSONNEL:
Number of FTE positions 0.55 0.55
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Property Taxes $ 350,154 $ 442,951 26.50%
Intergovernmental Revenue - -
Interest 15,000 15,000 0.00%
Miscellaneous 15,000 10,000 -33.33%
$ 380,154 $ 467,951 23.10%
EXPENDITURES:
Personnel Services $ 103,432 $ 114,435 10.64%
Other Services & Charges 47,597 56,227 18.13%
Transfer Out - -
$ 151,029 $ 170,662 13.00%
NET TAX AND GENERAL
REVENUE SUPPORTED $ (229,125) $ (297,289)
29.75%
PERSONNEL:
Number of FTE positions 0.95 0.95
111
CITY OF HOPKINS
Special Revenue Fund 211
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Tax Increment $ 30,025 $ 39,507 $ 29,500 $ 30,000 1.69%
Interest 1,506 765 500 -100.00%
Transfers In
Total Revenues 31,531 40,273 30,000 30,000
Expenditures
Materials, Supplies and Services
Professional & Technical Services 3,437 2,173 3,000 1,000 -66.67%
Operations 4,934 2,000 11,500 2,000 -82.61%
Interest Expense - 9,487 - 12,000
Total Expenditures 8,371 13,660 14,500 15,000 3.45%
Transfers out for debt - - - -
Total Expenditures 8,371 13,660 14,500 15,000 3.45%
Excess (deficiency) of Revenues
over Expenditures 23,160 26,613 15,500 15,000 -3.23%
Revenues and Expenditures
TIF DISTRICT 1-2 BUDGET
The Tax Increment District 1-2 Fund is the redevelopment of former Suburban Chevrolet property. The
tax increment district is located in the Central Business District. The fund records the use of tax
increment receipts.
112
CITY OF HOPKINS
FUND 211 – TAX INCREMENT DISTRICT 1-2 FUND
PROGRAM: Redevelopment within Central Business District
PROGRAM SUMMARY
Redevelopment activity of property in the Central Business District (CBD), north and south of Mainstreet between
11th and 12th Avenues.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Assist in preparation of program budget and other required documentation.
2. Prepare required State Auditor Annual Reports.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Tax Increments $ 29,500 $ 30,000 1.69%
Interest 500 - -100.00%
$ 30,000 $ 30,000 0.00%
EXPENDITURES:
Other Services & Charges $ 14,500 $ 15,000 3.45%
NET TAX AND GENERAL
REVENUE SUPPORTED $ (15,500) $ (15,000)-3.23%
PERSONNEL:
Number of FTE positions 0 0
113
CITY OF HOPKINS
Special Revenue Fund 214
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Court Fines $ 22,724 $ 18,912 $ 22,000 $ 20,000 -9.09%
Leased Parking 113,093 116,825 129,150 133,025 3.00%
Interest Earned 1,790 519 1,500 1,500
Transfer In - - - -
Total Revenues 137,607 136,256 152,650 154,525 1.23%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages 54,680 67,817 67,835 72,671 7.13%
Fringe Benefits 22,437 27,940 28,860 31,954 10.72%
Materials, Supplies and Services
Professional & Technical Services 3,116 4,295 6,150 6,150
Utilities and Maintenance 11,381 14,260 14,121 14,325 1.45%
Operations 456 309 750 750
City Support Services 18,658 20,369 22,467 23,239 3.44%
Supplies and Materials 567 2,106 1,600 1,600
Capital Outlay
Other Improvements 38,956 - - -
Total Expenditures 150,251 137,096 141,783 150,690 6.28%
Excess (deficiency) of Revenues
over Expenditures (12,644) (840) 10,867 3,834 -64.72%
Revenues and Expenditures
PARKING BUDGET
The Parking Fund records the receipt of parking permits and parking fines. The revenues are used to offset
the maintenance cost of the parking lots and parking ramp and to fund the parking enforcement officer.
114
CITY OF HOPKINS
FUND 214 – PARKING FUND
PROGRAM: Parking Enforcement
PROGRAM SUMMARY
Manage and enforce parking rules and regulations. Ensure that parking is available for customers and parking
rules are followed.
MAJOR OBJECTIVES TO BE
ACCOMPLISHED IN 2020:
1. Monitor the effects of current parking
enforcement efforts and recommend
changes as needed.
2. Continue to accurately account for fine
revenues that result from parking
enforcement.
PROGRAM: Parking Operations
PROGRAM SUMMARY
Implement and manage parking recommendations by the City Council and the Parking Committee and follow-up on
any questions by the general public. Provide information to the Parking Committee and the City Council on items
of operation. Manage the parking as to provide the most convenient parking for customers.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Update parking brochure.
2. Promote marketing plan for permit parking and municipal ramp.
3. Review funding options for future maintenance of public lots.
4. Maintain and improve public parking lots as needed.
5. Work with Public Works Department to complete analysis of public parking lots
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Leases $ 129,150 $ 133,025 3.00%
Interest 1,500 1,500 0.00%
$ 130,650 $ 134,525 2.97%
EXPENDITURES:
Personnel Services $ 35,063 $ 37,453 6.82%
Other Services & Charges 1,719 1,782 3.66%
$ 36,782 $ 39,235 6.67%
NET TAX AND GENERAL
REVENUE SUPPORTED $ (93,868) $ (95,290)1.51%
PERSONNEL:
Number of FTE positions 0.4 0.4
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Fines & Forfeits $ 22,000 $ 20,000 -9.09%
EXPENDITURES:
Personnel Services $ 61,632 $ 67,173 8.99%
Other Services & Charges 14,355 14,834 3.33%
$ 75,987 $ 82,006
NET TAX AND GENERAL ..
REVENUE SUPPORTED $ 53,987 $ 62,006 14.85%
PERSONNEL:
Number of FTE positions 0.725 0.0725
115
CITY OF HOPKINS
Special Revenue Fund 216
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Contributions $6,075 6,000 6,000 6,000
Interest Earned 20 12 - -
Total Revenue 6,095 6,012 6,000 6,000
Expenditures
Salaries, Wages and Benefits
Salaries and Wages
Fringe Benefits
Materials, Supplies and Services
Professional & Technical Services 3,004 7,000 3,000 5,700 90.00%
Utilities and Maintenance
Operations
City Support Services
Supplies and Materials - 255 - 300
Capital Outlay
Equipment
Transfer Out
Total Expenditures 3,004 7,255 3,000 6,000 100.00%
Excess (deficiency) of Revenues
over Expenditures 3,091 (1,242) 3,000 - -100.00%
Revenues and Expenditures
HOPKINS RACE & EQUITY INITATIVE FUND
This fund was established to account for the activity of a colloborative effort of the City, Hopkins School District and
Gethsemene Lutheran Church centered on race equity.
116
CITY OF HOPKINS
FUND 216 – HOPKINS RACE & EQUITY INITATIVE FUND (HREI)
PROGRAM: Hopkins Race & Equity Initiative Fund
PROGRAM SUMMARY: The Hopkins Race and Equity Initiative is a collaborative effort creating opportunities to
increase awareness and understanding of race, equity and diversity and promoting a sense of community that
welcomes and values all residents.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Continue to host community events to promote race equity.
2. Continue relationships with the Joint Community Policing Program, Multicultural Advisory Committee and
the Government Alliance on Racial Equity.
“Is White Privilege Real or Imagined”
community conversation
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Contributions $ 6,000 $ 6,000 0.00%
Interest - -
$ 6,000 $ 6,000 0.00%
EXPENDITURES:
Personnel Services $ - $ -
Other Services & Charges 3,000 6,000 100.00%
$ 3,000 $ 6,000 100.00%
NET TAX AND GENERAL
REVENUE SUPPORTED $ (3,000) $ - -100.00%
PERSONNEL:
Number of FTE positions 0 0
117
CITY OF HOPKINS
Special Revenue Fund 217
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Franchise Fees $ 274,485 $ 256,467 $ 252,235 $ 235,014 -6.83%
Charges for Services 9,771 - - -
Proceeds from Sale of Assets (528) 571 - -
Interest Earned 4,311 1,310 3,000 3,000
Total Revenue 288,039 258,348 255,235 238,014 -6.75%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages 66,187 82,689 86,150 91,929 6.71%
Fringe Benefits 22,158 24,779 27,477 28,834 4.94%
Materials, Supplies and Services
Professional & Technical Services 26,806 35,054 57,250 17,250 -69.87%
Utilities and Maintenance 990 1,092 650 880 35.38%
Operations 25,325 32,543 202,143 30,278 -85.02%
City Support Services 13,800 13,416 14,263 14,658 2.77%
Supplies and Materials 1,523 424 1,300 1,327 2.08%
Capital Outlay
Equipment 10,468 - 3,500 3,500
Transfer Out 86,920 86,920 86,920 50,000 -42.48%
Total Expenditures 254,177 276,918 479,653 238,656 -50.24%
Excess (deficiency) of Revenues
over Expenditures 33,862 (18,569) (224,418) (643) -99.71%
Revenues and Expenditures
COMMUNICATIONS BUDGET
The Communication Fund (formerly known as the Cable fund) records the City's share of a five city joint venture cable TV
franchise administered under the Southwest Suburban Cable Commission.
118
CITY OF HOPKINS
FUND 217 – COMMUNICATIONS FUND
PROGRAM: Communication
PROGRAM SUMMARY
Provide two-way communication between the City and its residents, employees and businesses; its civic, service,
and fraternal organizations; and other communities and government agencies. Written, verbal and visual
communication tools.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
Communications:
1. Promote City events, large and small.
2. Work on engaging and reaching all community members.
Newsletters:
3. City Goal 3: Take it to Them - Engage the Rental Community of Hopkins.
4. Increase newsletter distribution to rental properties.
Web and Messaging:
5. City Goal 1, Explore improved service delivery through e-commerce:
6. Increase interactivity on web site through one or more of the following:
Update website to make more accessible for all.
Ability to make payments via the web.
Customer Response system.
Ability to fill out forms on the website.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Franchise Fees $ 252,235 $ 235,014 -6.83%
Interest 3,000 3,000 0.00%
$ 255,235 $ 238,014 -6.75%
EXPENDITURES:
Personnel Services $ 113,627 $ 120,763 6.28%
Other Services & Charges 275,606 64,393 -76.64%
Capital Expenditures 3,500 3,500 0.00%
Transfer Out 86,920 50,000 -42.48%
$ 479,653 $ 238,656 -50.24%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 224,418 $ 642 -99.71%
PERSONNEL:
Number of FTE positions 1 1
119
CITY OF HOPKINS
Special Revenue Fund 219
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Intergovernmental $ 15,000 $ 15,000 $ 15,000 $ 20,000 33.33%
Leases and Rentals 68,834 71,026 69,000 56,500 -18.12%
Concessions & Merchandise Sales 221,465 217,929 237,000 199,000 -16.03%
Donations & Contributions 605 1,300 1,600 2,000 25.00%
Interest - -
Miscellaneous 15,564 15,000 20,000 20,000
Transfer In 15,000 15,000 20,000 20,000
Total Revenues 336,468 335,255 362,600 317,500 -12.44%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages 169,298 170,815 162,697 137,952 -15.21%
Fringe Benefits 51,973 56,502 48,283 35,203 -27.09%
Materials, Supplies and Services
Professional & Technical Services 17,415 12,934 13,950 13,600 -2.51%
Utilities and Maintenance 14,778 16,236 11,250 10,850 -3.56%
Operations 12,960 14,186 15,210 10,056 -33.89%
City Support Services 406 539 536 554 3.36%
Supplies and Materials 92,634 97,298 96,000 88,550 -7.76%
Total Expenditures 359,464 368,510 347,926 296,765 -14.70%
Excess (deficiency) of Revenues
over expenditures (22,996) (33,255) 14,674 20,735 41.30%
Revenues and Expenditures
DEPOT BUDGET
The Depot Coffee House Fund accounts for the operations of the Youth Center, a chemical free
environment for area teens to socialize and the operations of the Coffee House which provides a service to
the Youth and those on the regional trail system.
120
CITY OF HOPKINS
FUND 219 – DEPOT FUND
PROGRAM: Depot Youth Project
PROGRAM SUMMARY:
Depot Mission
To provide a place of community and learning in which student involvement and
youth development are encouraged in a chemically-free environment
Depot Youth Project staffing and programs are funded primarily through admission fees, rentals, gifts and grants.
The Depot programs are intended to offer area youth creativity and leadership opportunities, strengthen youth
involvement in community activities, and nurture their growth and development as citizens through interaction with
peers, the public, and community partners. The Depot Board and The Partners Advisory Team, consisting of
students, community members, community business partners, City, Hopkins School District, Depot Youth
Foundation and Three Rivers Park District representatives, guide and support site and programming decisions..
The facility/grounds serve as a Trailhead for Three Rivers Park District and the coffee house which operates 7 days
a week is an amenity enjoyed by local residents as well as trail riders/walkers.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Sustain welcoming and chemical free venue for community youth and other gatherings.
2. Continue staffing 2 – 3 night a week year -round youth events programming at the Depot.
3. Support additional youth-initiated projects.
4. Provide learning lab for Business/Marketing classes at Hopkins High School.
5. Promote partnerships with the Depot in the community, with area students, and youth allies.
6. Create new youth learning opportunities with Coffee Operations staff.
7. Provide workplace training and employment opportunities for youth.
8. Continue capital upgrades with furnishings
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Intergovernmental $ 66,500 $ 70,000 5.26%
Charges for Service 20,500 5,000 -75.61%
Miscellaneous 20,100 22,000 9.45%
Transfer In 20,000 20,000 0.00%
$ 127,100 $ 117,000 -7.95%
EXPENDITURES:
Personnel Services $ 102,010 $ 103,823 1.78%
Other Services & Charges 30,631 22,361 -27.00%
Capital Expenditures - - 0.00%
$ 132,641 $ 126,184 -4.87%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 5,541 $ 9,184 65.75%
PERSONNEL:
Number of FTE positions 1.0 1.0
121
CITY OF HOPKINS
FUND 219 – DEPOT FUND
PROGRAM: Depot Coffee Ops
PROGRAM SUMMARY: The coffee shop is a natural adjunct to the youth programming at the Depot and provides
actual sustenance for youth patrons and the wider community as well as employment and training opportunities for
youth.
.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Continue to provide organic fair-trade coffee drinks, locally sourced snacks and hand-crafted baked goods,
sandwiches, salads, and soups for youth and adult patrons.
2. Provide barista/customer service training and supervision for youth volunteers and employees.
3. Provide learning lab for Marketing/Business students at Hopkins High School.
4. Offer food choices as well as repair and small merchandise items for biking/trail patrons of the Depot.
5. Develop catering menu and business for youth to operate.
6. Develop food service partnership with Hopkins Activity Center.
7. Update prices to increase revenue and remain competitive in marketplace.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Charges for Service $ 235,500 $ 200,500 -14.86%
EXPENDITURES:
Personnel Services $ 108,970 $ 69,332 -36.38%
Other Services & Charges 106,315 101,250 -4.76%
$ 215,285 $ 170,582 -20.76%
NET TAX AND GENERAL
REVENUE SUPPORTED $ (20,215) $ (29,918)48.00%
PERSONNEL:
Number of FTE positions 3.62 3.25
122
CITY OF HOPKINS
Special Revenue Fund 226
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Tax Increment $ 15,368 $ 17,905 $ 12,000 $ 14,000 16.67%
Interest - 20 - -
Other Surcharges/Misc. - 4,760 3,000 7,000 133.33%
Transfers In 24,108 24,108 - -
Total Revenues 39,476 46,793 15,000 21,000 40.00%
Expenditures
Materials, Supplies and Services
Professional & Technical Services (1,500) 2,115 1,250 - -100.00%
Operations 1,500 1,500 1,250 - -100.00%
Interest Expense 4,198 - 5,000 7,500 50.00%
Total Expenditures 4,198 3,615 7,500 7,500
Excess of Revenues over Expenditures 35,278 43,178 7,500 13,500 80.00%
Revenues and Expenditures
TIF DISTRICT 2-6 BUDGET
The Tax Increment 2-6 Fund is the handicapped housing development. The funds records the use
of tax increment receipts.
123
CITY OF HOPKINS
FUND 226 – TAX INCREMENT 2-6 FUND
PROGRAM: Sonoma Handicap Housing Project
PROGRAM SUMMARY
Coordinate redevelopment of northwest corner of 5th Avenue and Excelsior Boulevard.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Assist in preparation of program budget and other required documents.
2. Prepare required annual State Auditor report
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Tax Increments $ 12,000 $ 14,000 16.67%
Miscellaneous 3,000 7,000 133.33%
Interest - -
Tranfer In - -
$ 15,000 $ 21,000 40.00%
EXPENDITURES:
Other Services & Charges $ 7,500 $ 7,500 0.00%
NET TAX AND GENERAL
REVENUE SUPPORTED $ (7,500) $ (13,500)80.00%
PERSONNEL:
Number of FTE positions 0 0
124
CITY OF HOPKINS
Special Revenue Fund 231
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Tax Increment $ 1,921,687 $ 2,092,747 $ 2,400,000 $ 2,200,000 -8.33%
Interest 37,312 16,913 8,000 17,000 112.50%
Miscellaneous (4,240) -
Total Revenues 1,954,759 2,109,660 2,408,000 2,217,000 -7.93%
Expenditures
Materials, Supplies and Services
Professional & Technical Services 21,683 7,144 30,000 50,000 66.67%
Operations 47,540 47,440 50,000 - -100.00%
Debt Service 233,101 - 400,000 - -100.00%
Capital Outlay
TIF projects - - - -
Transfers out 1,090,108 1,336,108 1,270,053 1,700,000 33.85%
Total Expenditures 1,392,432 1,390,692 1,750,053 1,750,000 0.00%
Excess (deficiency) of Revenues
over Expenditures 562,327 718,969 657,947 467,000 -29.02%
Revenues and Expenditures
TIF DISTRICT 2-11 BUDGET
The Tax Increment District 2-11 fund is the SuperValu and Super Value North Annex redevelopment. This fund
records the use of tax increments and bond proceeds.
125
CITY OF HOPKINS
FUND 231 – TAX INCREMENT 2-11 FUND
PROGRAM: Redevelopment Area – North Annex Property
PROGRAM SUMMARY
Coordinate and review development and redevelopment activity.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Assist in preparation of program budget and other required documents.
2. Prepare required annual State Auditor report.
3. Distribute Pay As You Go (PAYG) financing to developer as scheduled.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Tax Increments $ 2,400,000 $ 2,200,000 -8.33%
Interest 8,000 17,000 112.50%
$ 2,408,000 $ 2,217,000 -7.93%
EXPENDITURES:
Other Services & Charges $ 80,000 $ 50,000 -37.50%
Debt Service - PAYG TIF 400,000 - -100.00%
Transfer Out 1,270,053 1,700,000 33.85%
$ 1,750,053 $ 1,750,000 0.00%
NET TAX AND GENERAL
REVENUE SUPPORTED $ (657,947) $ (467,000)-29.02%
PERSONNEL:
Number of FTE positions 0 0
Super Valu Development Excelsior Crossings Development
126
CITY OF HOPKINS
Special Revenue Fund 232
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Tax Increments $ - $ - $ - $ -
Interest - - - -
Development Fees - - - -
Other Miscellaneous - - - -
Transfer In - - - -
Total Revenues - - - -
Expenditures
Materials, Supplies and Services
Professional & Technical Services 2,000 - 2,000 2,000
Miscellaneous Other Charges - - - -
Capital Outlay
TIF Projects - - - -
Total Expenditures 2,000 - 2,000 2,000
Excess of Revenues
over Expenditures $ (2,000) $ - $ (2,000) $ (2,000)
Revenues and Expenditures
5TH AVENUE FLATS
5th Avenue Flats is a redevelopment of a block within the downtown district. The fund records the
costs and reimbursement of project expenses.
127
CITY OF HOPKINS
FUND 232 – 5TH AVENUE FLATS
PROGRAM: Redevelopment Area –6th & Mainstreet
PROGRAM SUMMARY
Redevelopment of property between Fifth and Sixth Avenues, north of Mainstreet into an apartment development.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Work with developer on project implementation.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Tax Increments $ - $ - 0.00%
Miscellaneous - - 0.00%
$ - $ - 0.00%
EXPENDITURES:
Other Services & Charges $ 2,000 $ 2,000 0.00%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 2,000 $ 2,000 0.00%
PERSONNEL:
Number of FTE positions 0 0
Proposed Fifth
Avenue Flats project
128
CITY OF HOPKINS
Special Revenue Fund 233
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Tax Increments $ 179,650 $ 185,166 $ 188,000 $ 184,500 -1.86%
Interest - 197 500
Transfers In - -
Total Revenues 179,650 185,363 188,000 185,000 -1.60%
Expenditures
Materials, Supplies and Services
Professional & Technical Services 1,306 2,359 3,000 2,500 -16.67%
Miscellaneous 3,000 3,000 3,000 2,000 -33.33%
PAYG Note 231,850 174,615 170,000 175,500 3.24%
Total Expenditures 236,156 179,974 176,000 180,000 2.27%
Excess of Revenues
over Expenditures $ (56,506) $ 5,389 $ 12,000 $ 5,000 -58.33%
Revenues and Expenditures
TIF 1-4 MARKETPLACE II
The Tax Increment District 1-4 Fund is the redevelopment of several blocks of the downtown business district
into a housing and retail development. This fund records the tax increment revenues.
129
CITY OF HOPKINS
FUND 233 – TAX INCREMENT 1-4 FUND
PROGRAM: Redevelopment Area –Marketplace & Main
PROGRAM SUMMARY
Redevelopment of property between 6th and 8th Avenues into mixed-use apartment, townhome & retail
development.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Assist in preparation of program budget and other required documents.
2. Prepare required annual State Auditor report.
3. Work with developer on implementation of project.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Tax Increments $ 188,000 $ 184,500 -1.86%
Miscellaneous - 500
$ 188,000 $ 185,000 -1.60%
EXPENDITURES:
Other Services & Charges $ 176,000 $ 180,000 2.27%
NET TAX AND GENERAL
REVENUE SUPPORTED $ (12,000) $ (5,000)-58.33%
PERSONNEL:
Number of FTE positions 0 0
130
CITY OF HOPKINS
Special Revenue Fund 234
Actual Budget Budget Percent
2018 2019 2020 Change
Revenues
Tax Increments $ 98,179 $ 98,000 $ 97,000 -1.20%
Interest
Transfers In
Total Revenues 98,179 98,000 97,000 -1.20%
Expenditures
Materials, Supplies and Services
Professional & Technical Services 536 1,000 500 -6.72%
Miscellaneous 1,000 1,000 - -100.00%
PAYG Note 93,270 88,000 94,000 0.78%
Total Expenditures 94,806 90,000 94,500 -0.32%
Excess of Revenues
over Expenditures $ 3,373 $ 8,000 $ 2,500 -25.88%
Revenues and Expenditures
TIF 1-5 MOLINE
The Tax Increment District 1-5 Fund is the redevelopment of the Johson Building into an luxury apartment
building than will help connect a future light rail station to historic downtown Hopkins. This fund records the
tax increment revenues beginning in 2019.
131
CITY OF HOPKINS
FUND 234 – TAX INCREMENT 1-5 FUND
PROGRAM: Moline Redevelopment Project
PROGRAM SUMMARY
Redevelopment of Johnson Building into luxury apartments.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Assist in preparation of program budget and other required documents.
2. Prepare required annual State Auditor report.
FY 2019 FY 2020
Approved Approved
Budget Budget
REVENUES:
Tax Increments $ 98,000 $ 97,000 -1.02%
Miscellaneous - -
$ 98,000 $ 97,000 -1.02%
EXPENDITURES:
Other Services & Charges $ 90,000 $ 94,500 5.00%
NET TAX AND GENERAL
REVENUE SUPPORTED $ (8,000) $ (2,500)-68.75%
PERSONNEL:
Number of FTE positions 0 0
132
CITY OF HOPKINS
Special Revenue Fund 250
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Taxes $ 244,399 $ 244,093 $ 257,500 $ 325,225 26.30%
Grants 32,502 34,876 35,000 87,000 148.57%
Charges for Service 502,300 545,505 558,462 622,911 11.54%
Other Revenues 43,345 63,120 50,700 70,700 39.45%
Transfers In 86,920 86,920 86,920 80,000 -7.96%
Total Revenues 909,466 974,514 988,582 1,185,836 19.95%
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages 337,285 372,158 374,487 419,841 12.11%
Fringe Benefits 83,419 86,565 84,683 105,076 24.08%
Materials, Supplies and Services
Professional & Technical Services 147,976 199,560 198,000 232,600 17.47%
Utilities and Maintenance 77,438 88,438 84,700 84,900 0.24%
Operations 76,766 92,762 101,100 133,150 31.70%
City Support Services 9,446 9,686 10,569 10,669 0.95%
Supplies and Materials 29,951 29,104 29,200 32,900 12.67%
Capital Outlay
Improvements 330,557 146,914 122,850 106,700 -13.15%
Total Expenses 1,092,838 1,025,187 1,005,589 1,125,836 11.96%
Excess (deficiency) of Revenues
over Expenditures (183,372) (50,673) (17,007) 60,000 -452.80%
ARTS CENTER
Revenues and Expenditures
The Arts Center accounts for the maintenance, operation, programming and promotion of the Hopkins Center
for the Arts
133
CITY OF HOPKINS
FUND 250 – ARTS CENTER FUND
PROGRAM: Facility Operations and Programming & Promotions
Building Community through the Arts by fostering creative expression and providing artistic and
educational opportunities for people of all ages.
PROGRAM SUMMARY
The Hopkins Center for the Arts is a premiere cultural and artistic destination drawing over 215,000 visitors
annually. Its amenities include a 715 seat theater, black-box theater, art gallery, dance studio, classroom,
meeting and multipurpose spaces. The Center provides artistic and educational opportunities for people of all
ages and abilities, including a concert series of local and national artists, exhibits that are free and open to the
public, and ArtStreet, the public art sculpture program. It is also home to tenant partners – Stages Theatre
Company and the Hopkins School District. Hopkins Center for the Arts earns revenue through tenant leases,
rentals, admission fees, gifts and grants.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Continue to build relationships in our community and collaborate with tenants, partners, businesses and
residents to meet City Strategic Plan goals and engage a broad segment of the community.
2. Operate within a balanced budget that maximizes revenues and controls expenses, with the goal of
financial sustainability.
3. Increase the fundraising capacity of the Arts Center to address operating and capital needs.
4. Build participation in Center arts activities, including concerts and exhibitions, and explore creative
opportunities beyond the walls of the Center.
5. Strengthen the identity and enhance the reputation of the Hopkins Center for the Arts.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
REVENUES:
Taxes $ 257,500 $ 325,225 26.30%
Intergovernmental 35,000 87,000 148.57%
Charges for Service 558,462 622,911 11.54%
Miscellaneous 50,700 70,700 39.45%
Tranfer In 86,920 80,000 -7.96%
$ 988,582 $ 1,185,836 19.95%
EXPENDITURES:
Personnel Services $ 459,170 $ 524,917 14.32%
Other Services & Charges 423,569 494,219 16.68%
Capital Expenditures 122,850 106,700
$ 1,005,589 $ 1,125,836 11.96%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 17,007 $ (60,000)-452.80%
PERSONNEL:
Number of FTE positions 5.28 5.66
134
CITY OF HOPKINS
Enterprise Fund 703
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Current Services $ 1,701,934 $ 1,814,472 $ 2,006,556 $ 2,109,004 5.11%
Intergovernmental Revenue - - - -
Permits 1,220 655 2,000 2,000
Interest Earnings 652 - - -
Miscellaneous 135,082 138,899 160,000 145,000 -9.38%
Total Revenues 1,838,888 1,954,026 2,168,556 2,256,004 4.03%
Non-operating Revenues 866,406 1,040,548 - -
Total Revenues 2,705,294 2,994,574 2,168,556 2,256,004 4.03%
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages 380,434 373,639 294,631 381,580 29.51%
Fringe Benefits 127,223 127,300 136,080 146,309 7.52%
Materials, Supplies and Services
Professional & Technical Services 150,383 88,033 140,600 132,600 -5.69%
Utilities and Maintenance 446,807 410,994 563,800 476,500 -15.48%
Operations 21,534 17,764 33,350 34,450 3.30%
City Support Services 233,788 244,584 252,995 275,020 8.71%
Supplies and Materials 89,733 61,164 111,500 108,200 -2.96%
Depreciation 303,421 325,897 325,000 325,000
Total Operating Expenses 1,753,323 1,649,375 1,857,956 1,879,659 1.17%
Non-operating expenses 235,619 303,541 310,600 355,439 14.44%
Total Expenses 1,988,942 1,952,916 2,168,556 2,235,098 3.07%
Net Income (Loss)716,352 1,041,658 - 20,906
WATER BUDGET
Revenues and Expenses
The Water fund is a utility enterprise. The operations of water pumps, wells and distribution are recorded here.
135
CITY OF HOPKINS
FUND 703 – WATER FUND
PROGRAM: Pumps & Wells and Water Distribution
PROGRAM SUMMARY
The Pumps & Wells and Distribution program of the Water Utility Fund provides maintenance to the City’s water
well pumping system so that a continued supply of potable water is furnished to water customers at the most
reasonable cost. Water supply must be maintained at proper levels, as well as bacterial free. Metering devices are
also maintained.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Produce water supply sufficient to meet the needs of 19,000 people.
2. Flush and check all hydrants annually.
3. Check all wells each day.
4. Test samples each month to ensure safe water supply.
5. Install new valves & hydrants in new construction areas.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
OPERATING REVENUES: $ 2,008,556 $ 2,111,004 5.10%
OPERATING EXPENSES:
Personnel Services 430,711 527,889 22.56%
Other Services & Charges 1,102,245 1,026,770 -6.85%
Depreciation Expense 325,000 325,000 0.00%
Operating Income (Loss)1,857,956 1,879,659 1.17%
NON-OPERATING REVENUES:160,000 145,000 -9.38%
NON-OPERATING EXPENSES:(310,600) (355,439) 14.44%
NET INCOME (LOSS) $ - $ 20,906
Capital Outlay/Construction $ 35,000 $ - -100.00%
PERSONNEL:
Number of FTE positions 4.79 4.79
136
CITY OF HOPKINS
Enterprise Fund 707
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Current Services $ 2,698,457 $ 2,780,289 $ 3,119,032 $ 3,052,340 -2.14%
Intergovernmental Revenue - - - -
Interest Earnings 2,632 - - -
Miscellaneous Revenue - - - -
Total Revenues 2,701,089 2,780,289 3,119,032 3,052,340 -2.14%
Non-operating revenue 1,194,591 884,031 - -
Total Revenues 3,895,680 3,664,320 3,119,032 3,052,340 -2.14%
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages 185,640 204,712 286,079 211,477 -26.08%
Fringe Benefits 61,407 67,515 72,144 76,196 5.62%
Materials, Supplies and Services
Professional & Technical Services 100,728 108,692 137,000 137,000
Utilities and Maintenance 92,473 85,727 266,800 179,500 -32.72%
Operations 1,481,322 1,436,751 1,609,540 1,549,932 -3.70%
City Support Services 175,119 163,638 190,480 207,565 8.97%
Supplies and Materials 17,540 13,109 29,600 28,300 -4.39%
Depreciation - 306,413 215,000 310,000 44.19%
Total Operating Expenses 2,114,229 2,386,557 2,806,643 2,699,970 -3.80%
Non-operating expenses 256,642 238,711 260,500 325,771 25.06%
Total Expenses 2,370,871 2,625,268 3,067,143 3,025,741 -1.35%
Net Income (Loss) 1,524,809 1,039,052 51,889 26,599 -48.74%
SANITARY SEWER BUDGET
Revenues and Expenses
The Sanitary Sewer fund is a utility enterprise. The operations of the Lift Stations and the Collection/Disposal
process is recorded here.
137
CITY OF HOPKINS
FUND 707 – SEWER FUND
PROGRAM: Lift Stations, Collection & Disposal
PROGRAM SUMMARY
The Lift Stations program of the Sewer Utility Fund provides maintenance and repairs to the City’s sanitary sewer
lift station system. The system is comprised of 6 sanitary sewer lift stations that pump sewage to the Metro Sewer
System for disposal.
The Collection & Disposal program of the Sewer Utility Fund provides maintenance to the City’s sanitary sewer
system. The system is comprised of sewers, manholes, and lift stations so that sewage may be transported to the
Metro Sewer System for disposal.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Clean 33% of sanitary sewer lines in the City plus monthly checks of manholes in problem areas.
2. Check daily the operation of sanitary sewer lift stations and repair as needed.
3. Inform neighborhoods prior to scheduled sanitary sewer line maintenance.
4. Verify accuracy and implement new utility mapping system.
5. Inform neighborhoods prior to scheduled sanitary sewer line maintenance.
6. Repair or replace manhole cover & casting as needed.
7. Line & repair sewer mains as needed per T.V. reports, also repair of manhole structures.
8. Emergency generators maintenance program.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
OPERATING REVENUES: $ 3,119,032 $ 3,052,340 -2.14%
OPERATING EXPENSES:
Personnel Services 358,223 287,673 -19.69%
Other Services & Charges 2,233,420 2,102,297 -5.87%
Depreciation Expense 215,000 310,000 44.19%
Operating Income (Loss)2,806,643 2,699,970 -3.80%
NON-OPERATING REVENUES:0 0
NON-OPERATING EXPENSES:(260,500) (325,771) 25.06%
NET INCOME (LOSS) $ 51,889 $ 26,599 -48.74%
Capital Outlay/Construction $ - $ -
PERSONNEL:
Number of FTE positions 2.60 2.60
138
CITY OF HOPKINS
Enterprise Fund 717
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Current Services $ 963,202 $ 964,135 $ 971,900 $ 971,900
County Grant 24,750 21,050 18,367 15,306 -16.67%
Interest Earnings 7,631 3,052 5,000 5,000
Miscellaneous 16,390 25,704 14,000 14,000
Total Revenues 1,011,973 1,013,941 1,009,267 1,006,206 -0.30%
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages 233,838 254,249 249,135 262,677 5.44%
Fringe Benefits 72,093 90,509 85,126 99,138 16.46%
Materials, Supplies and Services
Professional & Technical Services 124,227 141,598 165,200 162,700 -1.51%
Utilities and Maintenance 193,802 25,575 198,570 222,470 12.04%
Operations 4,836 6,529 9,535 8,285 -13.11%
City Support Services 129,096 120,817 150,296 160,579 6.84%
Supplies and Materials 23,618 18,547 7,250 7,200 -0.69%
Depreciation 56,671 59,147 60,000 60,000
Capital - - 15,000 - -100.00%
Total Operating Expenses 838,181 716,971 940,112 983,049 4.57%
Non-operating expenses 25,000 25,000 25,000 25,000
Total Expenses 863,181 741,971 965,112 1,008,049 4.45%
Net Income (Loss)148,792 271,970 44,155 (1,843) -104.17%
Revenues and Expenses
REFUSE BUDGET
The Refuse fund is a utility enterprise. The operations of bulk collections, yard waste, recycling, brush service
and refuse disposal are recorded here.
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FUND 717 – REFUSE FUND
PROGRAM: Bulk Collection
PROGRAM SUMMARY
The Bulk Collection program of the Refuse Utility
Fund is a user fee based service that provides
bulk item pickup for larger items. Pick ups are
scheduled on a call-in basis and take place
Thursdays throughout the year. A bulk item drop
off event is provided twice per year (spring &
fall).
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Review and expand user fee based system. (Council Approval Required)
2. Improve drop off procedures and increase efficiency at our bi-annual drop offs.
PROGRAM: Yard Waste/Leaf Collection
PROGRAM SUMMARY
The Yard Waste/Leaf Collection program of the Refuse Utility Fund is a user fee based service that provides
bagged yard waste and leaf collection weekly, mid-April through November, for Hopkins residential refuse
customers. (Subject to change upon Council review.) A free drop-off site is also available to Hopkins residents
three times a week.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Continue to explore ways to improve our user fee based system.
(Council Approval Required)
2. Monitor usage of free residential drop off site.
3. Track impact of curbside fee increase and compostable bag requirement.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
OPERATING REVENUES: $ 10,000 $ 10,000 0.00%
OPERATING EXPENSES:
Personnel Services 55,206 58,994 6.86%
Other Services & Charges 29,890 30,976 3.63%
Operating Income (Loss)85,096 89,970 5.73%
NET INCOME (LOSS) $ (75,096) $ (79,970)6.49%
PERSONNEL:
Number of FTE positions 0.53 0.53
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
OPERATING REVENUES: $ 19,400 $ 19,400 0.00%
OPERATING EXPENSES:
Personnel Services 25,889 28,243 9.09%
Other Services & Charges 30,332 31,395 3.50%
Operating Income (Loss) 56,221 59,638 6.08%
NET INCOME (LOSS) $ (36,821) $ (40,238)9.28%
PERSONNEL:
Number of FTE positions 0.24 0.24
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FUND 717 – REFUSE FUND
PROGRAM: Recycle
PROGRAM SUMMARY
The Recycle program of the Refuse Utility Fund provides bi-weekly single stream recycle collection for 2,990
residences in the City Service area. Collection is provided by a private licensed hauler who is contracted by the
City. Commercial and multi-family properties are required to contract independently for recycling services.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
OPERATING REVENUES: $ 190,267 $ 187,206 -1.61%
OPERATING EXPENSES:
Personnel Services 48,677 51,934 6.69%
Other Services & Charges 155,059 156,833 1.14%
Operating Income (Loss)203,736 208,767 2.47%
NON-OPERATING REVENUES:1,600 1,600 0.00%
NET INCOME (LOSS) $ (11,869) $ (19,961)68.18%
PERSONNEL:
Number of FTE positions 0.55 0.55
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Monitor the Single Stream Recycling Program and work with residents to increase the volume of waste
recycled.
2. Verify compliance of commercial and multi-family properties.
3. Continue to promote waste abatement through public awareness campaigns and educational presentations.
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FUND 717 – REFUSE FUND
PROGRAM: Brush Service
PROGRAM SUMMARY
The Brush Service program of the Refuse Utility Fund is a user fee based service that provides for the collection of
curbside brush weekly on a call-in basis on Tuesdays throughout the year. Free yard waste/brush drop off is
offered three times per week from mid-May through November. (Subject to change upon Council review.)
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
OPERATING REVENUES: $ - $ - 0.00%
OPERATING EXPENSES:
Personnel Services 33,997 35,403 4.14%
Other Services & Charges 27,307 27,068 -0.88%
Operating Income (Loss)61,304 62,471 1.90%
NET INCOME (LOSS) $ (61,304) $ (62,471)1.90%
PERSONNEL:
Number of FTE positions 0.30 0.30
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Continue to explore ways to improve our user fee based system. (Council Approval Required)
2. Monitor impact of curbside brush pick-up fee increase on program usage.
3. Continue free residential drop off system.
PROGRAM: Organics
PROGRAM SUMMARY
Organic recycling is a shared drop-off facility available to Hopkins and Minnetonka refuse customers. Organics can
be dropped off 24/7 at the facility.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
OPERATING REVENUES: $ - $ -
OPERATING EXPENSES:
Personnel Services 0 0
Other Services & Charges 5,384 2,620 -51.34%
Operating Income (Loss)5,384 2,620 -51.34%
NON-OPERATING REVENUES:0 0
NET INCOME (LOSS) $ (5,384) $ (2,620)-51.34%
PERSONNEL:
Number of FTE positions 0 0
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Continue to provide an option for organic recycling to customers.
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FUND 717 – REFUSE FUND
PROGRAM: Disposal
PROGRAM SUMMARY
The Disposal program of the Refuse Utility Fund provides automated refuse collection by City refuse trucks and
personnel. Residential Refuse is collected from roll out carts with a fully automated truck on one of four designated
route days.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Continue to improve refuse collection service to our residents.
2. Maintain excellent customer service through monitoring of operations and communicating with residents.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
OPERATING REVENUES: $ 783,000 $ 783,000 0.00%
OPERATING EXPENSES:
Personnel Services 170,494 187,241 9.82%
Other Services & Charges 303,263 312,342 2.99%
Depreciation Expense 60,000 60,000 0.00%
Operating Income (Loss)533,757 559,583 4.84%
NON-OPERATING REVENUES:5,000 5,000 0.00%
NON-OPERATING EXPENSES:(25,000) (25,000) 0.00%
NET INCOME (LOSS) $ 229,243 $ 203,417 -11.27%
Capital Outlay/Construction $ - $ - 0.00%
PERSONNEL:
Number of FTE positions 1.76 1.76
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Enterprise Fund 740
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Current Services $ 833,170 $ 806,605 $ 785,332 $ 785,332
Interest Earnings 9,476 4,357 8,200 8,200
Total Revenues 842,646 810,962 793,532 793,532
Non-operating revenues 1,027,524 334,397 - -
Total Revenues 1,870,170 1,145,359 793,532 793,532
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages 46,556 51,960 52,550 57,171 8.79%
Fringe Benefits 15,244 20,882 17,090 18,433 7.86%
Materials, Supplies and Services
Professional & Technical Services 5,837 1,960 14,000 14,000
Utilities and Maintenance 46,862 - 20,000 20,000
City Support Services 53,849 55,685 - -
Operations 3,067 2,810 4,000 4,000
Supplies and Materials 5,682 978 2,000 2,100 5.00%
Depreciation 246,119 274,070 276,000 275,000 -0.36%
Total Operating Expenses 423,216 408,345 385,640 390,704 1.31%
Non-operating expenses 178,741 323,899 220,300 231,240 4.97%
Total Expenses 601,957 732,244 605,940 621,944 2.64%
Net Income 1,268,213 413,115 187,592 171,588 -8.53%
The Storm Sewer fund is a utility enterprise. The reconstruction of storm sewers and
ponding for drainage throughout the city is recorded here.
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CITY OF HOPKINS
FUND 740 – STORM SEWER FUND
PROGRAM: Sewer Maintenance
PROGRAM SUMMARY
The Sewer Maintenance program of the Storm Sewer Fund maintains all storm sewer lines and storm inlets to
assure adequate run-off. Creeks and ditches must be monitored to assure proper run-off and weed and pollution
control. This work is done with staff and equipment fr om the Water & Sewer and Street & Sanitation divisions.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Continue upgrades of storm water system including catch basin maintenance upgrades and open drainage
ditch maintenance.
2. Continue reviewing overall city storm water drainage system and meet all requirements of city’s National
Pollution Discharge Elimination System (NPDES), Phase II Storm Water Pollution Prevention Plan (SWPPP).
3. Continue grit chamber cleaning
4. Clean catch basins and inspect for repair.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
OPERATING REVENUES: $ 785,332 $ 785,332 0.00%
OPERATING EXPENSES:
Personnel Services 69,640 75,604 8.56%
Other Services & Charges 40,000 40,100 0.25%
Depreciation Expense 276,000 275,000 -0.36%
Operating Income (Loss)385,640 390,704 1.31%
NON-OPERATING REVENUES:8,200 8,200 0.00%
NON-OPERATING EXPENSES:(220,300) (231,240) 4.97%
NET INCOME (LOSS) $ 187,592 $ 171,588 -8.53%
Capital Outlay/Construction $ - $ -
PERSONNEL:
Number of FTE positions 0.63 0.63
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PAVILION
Revenues and Expenses
Enterprise Fund 747
Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Rental $ 464,113 $ 392,964 $ 472,000 $ 477,000 1.06%
Interest Earnings 495 292 - -
Miscellaneous 5,578 2,228 7,000 4,500 -35.71%
Total Revenues 470,186 395,484 479,000 481,500 0.52%
Non-operating revenues 9 ######## 40,383 300,000 642.89%
Total Revenues 470,195 ######## 519,383 781,500 50.47%
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages 212,315 217,402 249,354 263,285 5.59%
Fringe Benefits 72,180 87,816 82,116 83,167 1.28%
Materials, Supplies and Services
Professional & Technical Services 4,130 4,635 8,000 7,500 -6.25%
Utilities and Maintenance 114,935 129,152 105,300 103,300 -1.90%
Operations 2,064 2,555 2,075 2,100 1.20%
City Support Services 15,844 14,535 17,001 18,083 6.36%
Supplies and Materials 13,955 26,241 18,300 18,300
Depreciation 83,578 87,099 100,000 100,000
Total Operating Expenses 519,001 569,435 582,146 595,735 2.33%
Non-operating expenses 3,009 ######## 53,371 106,521 99.59%
Total Expenses 522,010 ######## 635,517 702,256 10.50%
Net Income (Loss)(51,815) ######## (116,134) 79,244 -168.23%
The Pavilion fund is an ice rink enterprise. The operations for the ice arena,
soccer league and dry floor are recorded here.
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CITY OF HOPKINS
FUND 747 – PAVILION FUND
PROGRAM: Ice, Turf, Dry Floor, & Room Rental
PROGRAM SUMMARY
The rental programs of the Pavilion Fund manages and schedules public use groups and maintenance for the ice
arena/pavilion which will utilize the facility to its maximum potential and generate adequate revenue to offset the
cost of operations.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2020:
1. Create and market programs, events, and opportunities to increase the community’s recreational options.
2. Meet with local athletic associations to gather input and ideas on how we can better serve their needs.
3. Develop and utilize energy saving procedures and equipment. Evaluate environmental impact of current facility
supplies and replace with eco-friendly products where appropriate
4. Operate a budget to maximize revenues.
FY 2019 FY 2020
Approved Approved Percent
Budget Budget Change
OPERATING REVENUES: $ 305,000 $ 301,500 -1.15%
OPERATING EXPENSES:
Personnel Services 331,470 346,452 4.52%
Other Services & Charges 150,676 149,283 -0.92%
Depreciation Expense 100,000 100,000 0.00%
Operating Income (Loss)582,146 595,735 2.33%
NON-OPERATING REVENUES:214,383 480,000 123.90%
NON-OPERATING EXPENSES:(53,371) (106,521) 99.59%
NET INCOME (LOSS) $ (116,134) $ 79,244 -168.23%
Capital Outlay/Construction $ - $ -
PERSONNEL:
Number of FTE positions 2.90 2.90
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Actual Actual Budget Budget Percent
2017 2018 2019 2020 Change
Revenues
Property Tax $ 2,042,687 $ 3,074,029 $ 3,613,429 $ 4,250,154 17.62%
Special Assessments 897,122 923,872 1,081,348 660,764 -38.89%
Interest 27,969 8,648 9,521 14,604 53.39%
Bond Premium 492,506 6,715,000 - -
Transfer In 1,478,246 2,068,636 2,227,081 2,401,431 7.83%
Bond Proceeds 15,932,652 168,423
Total Revenues 20,871,182 12,958,608 6,931,379 7,326,953 5.71%
Expenditures
Bond expenditures
Professional Fees 423,786 249,562 18,000 - -100.00%
Principal 3,080,000 3,890,000 4,765,000 4,730,000 -0.73%
Interest 1,035,605 1,472,826 1,848,417 2,081,921 12.63%
Fiscal charges 9,714 6,552 6,000 26,000 333.33%
Bond Discount - -
Deposit to Escrow Account 3,678,549 - - -
Transfer Out 15,936,718 6,604,437 - -
Total Expenditures 24,164,372 12,223,377 6,637,417 6,837,921 3.02%
Sources (Uses) of Fund Balance (3,293,190) 735,231 293,962 489,032 66.36%
Revenues and Expenditures
DEBT SERVICE FUNDS
Debt Service funds finance and account for the payment of interest and principal on all general obligation debt
other than debt issued for an enterprise fund.
In January 2014 the City's credit
rating was upgraded to a AA+
following an interium rating
review. This rating has been
reaffirmed each year since.
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GLOSSARY OF TERMS
Accrual Basis – The basis of accounting under which revenues are recorded when earned and
expenditures are recorded as soon as they result in liabilities for benefits received, notwithstanding
that the receipt of cash or the payment of cash may take place, in whole or in part, in another
accounting period.
Adopted Budget – The financial plan of revenues and expenditures for a fiscal year as adopted by
the City Council.
Appropriation – A specific amount of money authorized by the City Council, generally during
adoption of the annual budget, used to make expenditures for specific purposes.
Ad Valorem Tax – Money collected from all the real property within the City based upon the value
of the property.
Annual Budget – The budget authorized by resolution of the City Council for the fiscal year.
Appropriation – Authorization by the City Council to incur obligations and spend City funds.
Appropriations are usually made for fixed amounts and are typically granted for one year.
Artstreet - Hopkins Artstreet is an ongoing program established in 2010 to showcase original art
works in an accessible setting. A collaboration among the City of Hopkins, the Hopkins Business &
Civic Association and the Friends of the Hopkins Center for the Arts, this project is part of a long-
term vision for incorporating public art into Hopkins and enriching the lives of its residents and
visitors. This project is made possible, in part, by funds provided by the Metropolitan Regional Arts
Council through an appropriation by the Minnesota Legislature.
Assets – Property owned by a government which as a monetary value.
Assessed Valuation – A value established by the City Property Appraiser for all real or personal
property for use as a basis for levying property taxes.
Balanced Budget – A budget in which expenditures are equal to income.
Bond – A written promise to pay a sum of money on a specific date at a specified interest rate as
detailed in a bond resolution.
Bond Proceeds – Funds received from the sale of any bond issue.
Budget – The financial plan for a specific period of time that identified proposed expenditures and
the sources of revenue to pay for them.
Budget Adjustment – A revision to the adopted budget occurring during the affected fiscal year as
approved by the City Council by an amendment or a transfer.
Budget Documents – The official written statement prepared by the Finance Director and
supporting staff, which presents the proposed budget to the legislative body.
Budget Calendar – The schedule of key dates involved in the process of adopting and executing
an adopted budget.
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Budget Message – The opening section of the budget which provides the City Council and the
public with a general summary of the most important aspects of the budget, changes from the
current and previous fiscal years, as well as the views and recommendations of the City Manager.
CDBG Community Development Block Grant – This fund receives and expends the City’s
allocation of the Federal Community Development Block Grant Program money.
Capital Asset – Assets of significant value and having a useful life of several years. Capital
assets are also called fixed assets.
Capital Improvement Program (CIP) – A five year schedule of capital improvement projects and
the means of financing them. This is a flexible budget document that is used as a planning tool for
needed improvements. Amounts approved in the CIP are considered guidelines and are not
officially adopted as budgeted amounts until they are incorporated in the operating budget of one
of the City’s funds.
Capital Outlay – Expenditures that result in the acquisition of fixed assets that have a value over
$5,000 and a useful life greater than one year.
Capital Project Funds – The funds that account for all resources unused for the acquisition or
construction of capital facilities, except those financed by Proprietary Funds.
Certified Levy – Total tax levy of a jurisdiction, which is certified to the County Auditor.
CERT – Community Emergency Response Team. The CERT Program consists of a group of
volunteers who have been trained to assist with basic disaster response such as fire safety, light
search and rescue, team organization and disaster medical operations.
Contingency – A budgetary reserve set aside for emergencies or unforeseen expenditures.
Contractual Services – The cost of items related to a contractual agreement. Examples would be
professional services such as legal, engineering, actuarial and consultants.
Court Fines and Forfeits – Fines imposed on individuals by the courts for various illegal acts
performed within the City.
Debt Service Funds – the funds that account for the payment of principal and interest on
outstanding debt for the City.
Deficit – The excess of expenditures over revenues.
Department – Basic organizational unit of City government, responsible for carrying out a specific
function.
Depreciation – Expenditures incurred when spreading the cost of an asset over its estimated
useful like rather than deducting the entire cost in the year the asset is purchased.
Enterprise Fund – The funds that account for the financing of self-supporting activities of
governmental units and render services to the general public based on user charges.
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Estimated Market Value – Represents the selling price of a property if it were on the market.
Estimated market value is converted to tax capacity before property taxes are levied.
Expenditure – Decreases in financial resources other than through interfund transfers.
Fiscal Disparities – The program created by the Metropolitan Fiscal Disparities Act which shares
growth in the commercial-industrial tax base in the seven county metropolitan area. Forty percent
of the value of new commercial-industrial development since 1971 is pooled and redistributed
among the 300 taxing districts to address uneven business development throughout the region.
Fiscal Year – For budgeting purposes the City’s fiscal year is the calendar year.
Fixed Asset – Purchases of a long-term nature, which are to be held and used. Examples would
be land, buildings, machinery, furniture and equipment.
FTE – Equivalent of one employee working fulltime, or 2.080 hours per year. A FTE can be filled
by any number of employees whose combined hours total 2,080 per year.
Fund – A separate accounting entity, with a set of self-balancing accounts for recording the
collection of revenues and the payment of expenditures to carry out a specific function.
Fund Balance – Fund Balance is the difference between assets and liabilities in governmental
funds (i.e. general fund, special revenue funds, capital project funds, debt service funds and
permanent funds).
Non-spendable Fund Balance – Describes the amount of a fund balance that cannot be
spent because it is either not in spendable form or there is a legal or contractual
requirement for the funds to remain intact.
Spendable Fund Balance – Describes the amount of fund balance that is available for
appropriation based on the constraints that control how specific amounts can be spent.
Typically, a significant portion of a government’s spendable resources can be spent only for
specified purposes. The following categories define the revenue source and the level of
force of the constraint on spending
Restricted Fund Balance – The restricted fund balance category includes the
portion of the spendable fund balance that reflects constraints on spending because
of legal restrictions stipulated by outside parties (e.g., encumbrances for goods or
services with outside parties-creditors, grantors outstanding at the end of the year),
Also, any legal restrictions based on state statutes or grant requirements placed on
the use for specific purposes
Committed Fund Balance – The committed fund balance classification includes
the portion of the spendable fund balance that reflects constraints that the city has
imposed upon itself by a formal action of the city council (for example, an ordinance
or resolution passed by a city council). This constraint must be imposed prior to
year end but the amount can be determined at a later date.
Assigned Fund Balance – The assigned fund balance is the portion of the
spendable fund balance that reflects funds intended to be used by the government
for specific purposes assigned by more informal operational plans. In governmental
funds other than the general fund (special revenue funds, capital project funds, debt
service funds and permanent funds); assigned fund balance represents the amount
that is not restricted or limited.
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Unassigned – This is the residual classification for the government’s General Fund
and includes all spendable amounts not contained in the other classifications and,
therefore, not subject to any constraints. Unassigned amounts are available for any
purpose.
GASB (Governmental Accounting Standards Board) – It is the highest source of accounting
and financial reporting guidance for state and local governments.
General Fund – The largest fund in the City, the General Fund accounts for most of the City’s
financial resources. General Fund revenues include: property taxes, licenses and permits, local
taxes, service charges and other types of revenues. This is the fund that accounts for the
revenues and expenditures necessary to deliver basic operating services: police, fire, finance,
parks, public works, etc.
General Obligation Bonds – When a government pledges its full faith and credit to the repayment
of the bonds it issues, then those bonds are general obligation (GO) bonds. Sometimes the term is
also used to refer to bonds with are to be repaid from taxes and other general revenues.
GFOA (Government Finance Officers Association) – the professional association of state and
local finance officers in the United States who are dedicated to the sound management of
government financial resources. The association sets program standards for the GFOA’s
Certificate of Achievement for Excellence in Financial Reporting and the Distinguished Budget
Award.
Governmental Funds – The General Fund, Special Revenue Funds, Debt Service Funds and
Capital Project Funds.
HBCA – Hopkins Business and Civic Association, ensures a strong economic development
climate, provides promotional activities, encourages community involvement and fosters a sense of
community among individuals, civic organizations and businesses
Hopkins in Motion – This annual event focuses on the walkability/ livability of Hopkins and
encourages participants to be active while having fun.
Indirectly Funded Amount – The portion of appropriates not funded by program revenues such
as fees and grants. This portion is funded from shared revenues such as property tax,
governmental revenues or a city-wide fee not directly attributed to any one program.
Interest Earnings – Interest received from the investment of cash in a fund.
Intergovernmental Revenues – Funds received from State or Federal governments in the form of
grants or shared revenues for various activities.
Internal Service Funds – The funds within the Proprietary Fund that account for the financing of
goods or services provided by one department or agency to other departments or agencies of a
government.
IT – Information Technology Department of the city. This department provides computer
technology support to all city departments.
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Levy – To impose taxes, special assessments or service charges.
Licenses – Revenues received by the issuance of various licenses that are granted to various
businesses in the City.
Local Government Aid (LGA) – Money given to the City from the State based on a formula that
was originally designed to provide tax relief and equalization among cities.
LMC – The League of Minnesota Cities is a membership organization dedicated to promoting
excellence in local government. The League serves its more than 800 member cities through
advocacy, education and training, policy development, risk management, and other services.
LRT – Light Rail Transit, a commuter train system in the Minneapolis/St. Paul metropolitan area.
Major Account Series – Three classifications of expenditures made by the City.
Salaries, Wages and Benefits – Costs relating to employees or temporary help, including
fringe benefits.
Materials, Supplies and Services – Costs relating to articles of non-durable nature, such
as office supplies; professional and technical services; utilities and maintenance;
operations and city support services.
Capital Outlay – Costs of durable goods such as furniture and equipment.
Reimbursed Expenditures – Offset against costs for services provided by one fund to
another fund.
Major Fund – Governmental fund or enterprise fund reported as a separate column in the basic
fund financial statements and subject to a separate opinion in the independent auditor’s report.
Market Value Homestead Credit (MVHC) – Started in 2002, this is the primary State program for
property tax relief. The State remits a portion of sales and income taxes to local government to
assist in keeping property taxes down.
MCES – Metropolitan Council Environmental Services provides the City with wastewater service.
Miscellaneous Revenue – Funds collected from various sources generally on a non-recurring
basis.
Modified Accrual Basis – Under the modified accrual basis of accounting, revenues are
recognized in the period in which they become available and measurable, and expenditures are
recognized at the time a liability is incurred pursuant to appropriation authority.
Net Assets – The equity associated with general government less liabilities.
Non-major Fund – A governmental fund or enterprise fund that is reported in total in the basic
fund financial statements.
Operating Expenditure – Expenditure classifications based upon the types of categories of goods
and services purchased. Typical objects include: personal services (salaries and wages);
contracted services (utilities, maintenance, contracts, travel); supplied and materials; and capital
outlay.
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Operating Budget – Financial plan for the fiscal year, which authorizes proposed personnel
complements, expenditures and the revenues to finance them.
Penalties – Charges to utility customers caused by late payment of their water, sewer, and refuse
bills.
Permits – Revenue derived from various permits as defined in the City Code, for the performance
of a specific action. For example, building a house.
Personal Services – The cost of salaries and wages paid to employees as well as the fringe
benefits associated with employment (i.e. Social Security, PERA, health insurance, life insurance,
etc.).
Program – Within each Department are several divisions or programs in the City, each charged
with carrying out a specific function.
Proposed Budget – Budget as submitted by the City Manager to the City Council.
Proprietary Funds – The funds that account for government operations financed and operated in
a manner similar to a private business.
Refuse Service – Revenue incurred from the sale of trash pick-up and disposal, leaf pick-up, yard
waste and recycling to residential customers of the City.
Retained Earnings – An equity account reflecting the accumulated earnings of the City’s
Proprietary (Enterprise) Funds.
Sewer Service – Revenue incurred from the sale of sanitary sewer service to customers of the
utility.
Special Assessment – Receipts from assessments placed on property within the City for public
improvements that have benefited that property.
Special Revenue Funds – A fund that accounts for revenues derived from specific taxes or other
earmarked revenue sources.
Storm Sewer Sales – Revenue derived from a storm sewer utility fee assessed property owners
based on the amount of impervious surface on their property. Revenues are used to maintain and
improve the City’s storm sewer system.
SWLRT – Southwest Light Rail Transit. A commuter train system in the Southwest area of the
Minneapolis/St. Paul metropolitan area.
Tax Capacity – County tax base for the purposes of levying property taxes. Properties are
assigned rates at which their values will be converted into the tax base, (see tax classification
rate).
Tax Capacity Rate – Tax rate applied to tax capacity to generate property tax revenue. The rate
is obtained by dividing the property tax levy by the available tax capacity.
Tax Classification Rate – Rates at which estimated market values are converted into the property
tax base. The classification rates are assigned to properties depending on their type.
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CITY OF HOPKINS
Tax Increment Financing – Financing tool originally intended to combat severe blight in areas
which would not be redeveloped “but for” the availability of government subsidies derived from
locally generated property tax revenues.
Tax Increments – The value of local taxes collected on a redeveloped or developed property,
above the base year taxes.
TIF – An abbreviation for Tax Increment Financing.
TOD – Transit Orientated Development. A term used to describe development surrounding Light
Rail Transit.
Transfers – Funds transferred between City funds.
Truth-in-Taxation – Procedures adopted by the 1998 Minnesota Legislature intended to improve
accountability in the adoption of the budget and property tax levy of local governments. These
procedures are revised annually.
Truth-in-Taxation Public Hearing – Statutory requirement for most local governments to hold
public hearings on their proposed budgets and property tax levies.
Water Sales – Revenue earned from the sale of water to customers of the utility.
Working Capital – Current assets minus current liabilities. This measure is used as a gauge in
determining appropriate fund balances.
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